This Knowledge Conversation will focus on the role of managers/leaders in engendering worker-management cooperation.
It can be difficult to quantify managers‘ direct contributions to fostering good performance and equitable reward sharing. However, Stephan Billinger and Stephen Rosenbaum of the University of Southern Denmark have made a valiant attempt. Their study tested the impact of managers on worker collaboration using a variation of a common laboratory experiment known as a public-goods game.
This Knowledge Conversation will focus on the role of managers/leaders in engendering worker-management cooperation. The study findings add to the still nascent (but burgeoning) line of research attesting to the so-called “dark side of leadership” where managers exploit their positions for self-gain at the expense of their workers.
The digital transformation is disrupting how work is undertaken, coordinated, monitored and evaluated. How does this reflect on managerial discretion and hierarchical structures? What does the future of worker-manager relations look like?