Why gaining power makes us out of touch with the people we lead

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Why gaining power makes us out of touch with the people we lead

By Max Moser

It seems like no matter where you look,?workplace misconduct?is everywhere. With a growing number of?sexual harassment and bullying allegations?against high-profile figures, we?are?forced to confront the chilling extent of the abuse of power in the workplace.

But often, we don’t see the day-to-day dangers of power.?Research in psychology?over the past two decades?reveals that power—defined as having control over resources and decisions—doesn’t necessarily make us anti-social. Rather, it often makes us?less?attentive to?the needs and perspectives of others.

To put it simply, what this means is that while those in power don’t actively disregard others. They’re simply inattentive to them. Studies show that high-power individuals tend to exhibit?less empathetic concern and?are?less likely?to?engage in spontaneous perspective taking. At the same time, they’re often so focused on their own goals that they stop listening to others. They also become more assertive about their demands and?interrupt others a lot more.

According to?two leading experts on power—Joe Magee of NYU and Pamela K. Smith of the University of California, San Diego— power?can?create?a sense of social distance between the haves and have-nots.

How power creates distance

Powerful individuals often feel a subjective distance from—and even dissimilarity to—those with less power. Power seems to make managers feel psychologically removed from their teams, which can inhibit communication and understanding. Ironically, this dynamic suggests that individuals who wield power within organizations are more likely to overlook behaviors that are conducive to being good leaders and managers.

Many of us have witnessed (and worked under) managers who are?disconnected from their teams. This is the absent manager, whose focus on broad strategy leaves employees feeling adrift. It’s the micromanager, whose excessive scrutiny gives the impression of a lack of trust. It’s also the overly familiar manager, whose awkward attempts to forge kinship bonds with their employees makes them look out of touch.

The impact of distance on an organization

This subjective distancing has a profound impact on organizational effectiveness. Feeling isolated from one’s employer poses a significant barrier to employee engagement. Not only is this a key factor that buffers against stress and poor mental health, there’s a strong correlation with firm performance and retention. Managers and executives should be mindful of the perceived distance between themselves and their teams and take steps to prevent ‘distance creep.’ This is where employees, feeling increasingly isolated, gradually—and often unknowingly—detach from their work.

But how do organizations keep this distancing effect of power in check and stop employees from becoming detached and either?quiet quitting or just quitting?altogether?

The importance of feedback

The response to such challenges often involves organizations looking expectantly at HR personnel, who they often put in charge of “engagement solutions.” However, there’s no system-wide fix for helping employees feel seen and valued.?Rather, closing the gap requires the consistent, intentional actions of individual managers. Managers who regularly show their team members that they value their work, care about their development, and are interested in their well-being are more likely to lead efficient and high-performing teams.Recent?survey data from global advisory firm Gallup, shows that 80% of employees who have received meaningful feedback in the last week are fully engaged in their work. This is in comparison to only 23% of employees globally who rate themselves as fully engaged.?

Regular feedback helps employees feel like an integrated part of their organization. Effective feedback session leave employees feeling acknowledged for their contributions, equipped with a clear understanding of expectations and growth opportunities. These interactions should be both frequent and adapted to individual preferences. The more feedback feels one-sided, the more it risks intensifying feelings of diminished agency. This can obscure opportunities for managers to learn about their own areas for improvement.

Although feedback offers a prime opportunity to close the distance, recognizing achievements, praising good work, and inviting input can happen anywhere. These efforts benefit managers too. A?2022 Harvard Business Review survey?by Jack Zenger and Joseph Folkman found that employees who felt their managers showed genuine concern were significantly more likely to go the extra mile. Managers in the top 20% for showing concern had an average of 57% of their employees going above and beyond, compared to only 21.5% for those in the bottom 20%.

What it takes to close the gap

Closing this gap requires real effort, but it’s also an invitation for those in power to cultivate the aspects of work that are most fulfilling. Mentoring, recognizing others, and receiving recognition enrich our working lives and remind us of the mutual rewards of being part of a team. Ultimately, reducing the disconnect that power can create is about more than metrics. It’s about recognizing that workplaces thrive when we feel connected, valued, and engaged. And managers who make genuine efforts to bridge the gap foster more positive, motivated, and effective teams.

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