Authority based approaches for leaders in management positions do not always guarantee employee engagement and commitment at work, especially since most employees value human relationships with their bosses. I somewhat agree with this statement because most studies have proven that employee’s levels of engagement are primarily determined by the relationships they have with their immediate supervisors. Work relationships that focus on human connection or emotional links boost employee’s performance (). I disagree with the notion that authority defines an individual personally. While most managers identify themselves based on their positions over others, some draw lines of where their power can apply, especially if inflicting authority might fail to meet the organization’s goal. I agree that authority doesn’t have to be misused; instead, it can be used positively to impact on others and bring change.
I agree that being a new manager can be challenging, and with most managers failing initially because the transition to a new role is difficult. Most new managers find that their new jobs are more demanding than they had anticipated, especially since people have the misconception that being a boss means that people are now required to comply with your ideas and orders. However, this is not the case because to achieve maximum organizational success; managers need to work interdependently by creating a culture that ensures maximum employee productivity. I strongly agree with this statement because to fulfill all the critical leadership responsibilities, new managers are encouraged to seek guidance from their bosses and create conditions for success by having qualities that influence other employees positively. However, I somewhat disagree that new managers are solely to blame for the poorly transitioning process of becoming a boss, especially since employees can be unsupportive and reluctant to embrace new authority.