Rethinking: Managing Up and Upward Influence - A Philosophy of Leading from Below
Klaus-Dieter Thill
Designing Your Personal Present and Future: Reflect. Analyze. Advance.
A Rethinking Impulse by Klaus-Dieter Thill from Leaders Hill: “Healthy Leadership - Sustainable Results through Mental, Organisational, and Social Balance.” Leaders Hill is part of “The Hill of Rethinking,” a knowledge-sharing platform that empowers individuals to shape their present and future while offering leaders tools for personal and professional growth.
What It’s All About
In the world of leadership and management, the concepts of “managing up” and “upward influence” - terms that describe the intentional efforts employees make to shape their superiors’ behavior, guide decisions, and ultimately influence the strategic direction of the entire organization - are gaining increasing attention. These phenomena are both intriguing and multifaceted, offering valuable insights not only from an organizational perspective but also through philosophical and psychological lenses.
Philosophy and Psychology of Managing Up
From a philosophical perspective, managing up and upward influence can be viewed through the lens of power dynamics and human interaction. Power has always been a central theme in philosophy, from Plato’s dialogues to Michel Foucault’s analyses of power structures in modern societies. Traditionally, power has been understood as a one-sided structure flowing from the top down. However, in practice, power is often reciprocal, and those who are governed can indeed influence those who govern. In this context, managing up represents a subtle exercise of power that flows from the bottom up. It is not about overt resistance but rather about subtle manipulation, skillful influence, and exploiting weaknesses in the leader’s personality.
Psychologically, upward influence taps into deeply rooted human behaviors. People strive for autonomy and influence, even within hierarchies where they hold no formal power. Managing up can be seen as an attempt to gain control over one’s work environment despite an apparent power imbalance. Here, social intelligence, empathy, and the ability to self-reflect play a crucial role. By recognizing the needs, weaknesses, and insecurities of their superiors and deliberately responding to them, employees can steer their decisions and thereby strengthen their own position.
Managing Up as a Challenge for Leaders’ Self-Management
For a leader, dealing with managing up presents a dual challenge: they must not only recognize that their employees are attempting to influence them but also control their own reactions to this. This requires a high level of self-management. A leader who is unaware of this dynamic risks being manipulated and making decisions that are not in the best interests of the organization.
Effective self-management, therefore, necessitates the ability to continuously reflect on oneself and recognize one’s own weaknesses. Leaders must be aware of their own emotions, motives, and needs to understand how these might be exploited by others. Strong self-management also involves the ability to set clear boundaries and consistently uphold one’s principles and values, even if it means resisting the suggestions and insinuations of employees.
Another important aspect of self-management in the context of managing up is the ability to exercise self-discipline. Leaders must be able to resist their own impulses and spontaneous reactions and instead make considered, rational decisions. This requires a high degree of inner strength and the willingness to regularly question oneself and, if necessary, take corrective action.
Leadership Management: Recognizing and Managing Upward Influence
Leadership management involves guiding the team while being open to feedback and suggestions. Managing up presents a tightrope walk in this context: on the one hand, it is important for leaders to take their employees’ ideas and proposals seriously and integrate them; on the other hand, they must prevent themselves from being unconsciously steered in a direction that does not align with the organization’s goals.
A successful leadership style in dealing with upward influence, therefore, requires a fine balance between openness and decisiveness. Leaders need to learn to recognize the different forms of influence and distinguish between constructive criticism and manipulative steering. This is best achieved through transparent communication and the creation of a corporate culture where feedback is valued but also critically examined.
Leaders should also actively work on fostering a culture of trust in which employees feel they can openly express their opinions without resorting to subtle manipulation. This creates an environment where genuine dialogue occurs, and the leader can make informed decisions that consider the well-being of the entire team and the organization.
Managing Up in the Digitalized World of Work
The increasing digitalization and changing world of work have also transformed the phenomenon of managing up. In an increasingly connected and information-driven world, employees have more opportunities to influence their superiors. Digital communication tools allow for the strategic management of information, the manipulation of perceptions, and the influencing of moods. This presents new challenges for leaders, as these subtle influences are often recognized too late.
In the digitalized world of work, it is becoming increasingly important for leaders to combine technological competence with a high degree of emotional intelligence. Only in this way can they properly assess the digital influences of their employees and respond accordingly. It is essential to not only master the digital tools that are indispensable for corporate management but also to keep an eye on the potential risks that their use can pose.
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At the same time, digitalization also offers opportunities for leaders to manage their teams more effectively and use the phenomenon of upward influence to their advantage. By employing analytical tools, leaders can identify patterns and trends in their employees’ behavior and take targeted countermeasures. These technological aids support leaders in identifying attempts at manipulation and maintaining control over the direction and dynamics of the team.
The Future Importance of Managing Up for Leaders
The importance of managing up and upward influence will continue to grow in the future. In a world characterized by rapid change, uncertainty, and complex challenges, it will become increasingly important for leaders to recognize and manage the subtle influences in their environment. Upward influence is not inherently negative; it can also be an expression of creativity, engagement, and a strong corporate culture. Leaders who learn to deal constructively with it can benefit by leveraging their employees’ strengths and ideas to develop innovative solutions and drive the company forward.
The increasing emphasis on diversity and inclusion in organizations will also contribute to the growing relevance of managing up. In teams composed of different cultural, social, and professional backgrounds, various forms of influence and communication are interwoven. Leaders must be able to manage this diversity while ensuring that the various voices in the team are heard without undermining decision-making through subtle manipulations.
In the future, it will be crucial for leaders to continuously develop their own abilities in dealing with upward influence. This includes both the further development of their own emotional and social intelligence and the deliberate use of technology to better understand and manage team dynamics. Leaders who can recognize and actively manage the subtle power structures in their environment will also be successful in a changing and digitalized work environment.
Conclusion
Managing up and upward influence are complex and multifaceted phenomena that encompass both philosophical and psychological dimensions. For leaders, they present particular challenges because they are subtle and often difficult to detect. However, the ability to recognize and actively manage these subtle influences is key to successful leadership. In a digitalized and constantly changing work environment, the importance of managing up will continue to grow. Leaders who are aware of these dynamics and learn to deal with them will be able to fully harness the potential of their teams and successfully lead their organizations into the future.
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