Isolation and loneliness are two emotions felt by a majority of leaders. The hierarchical distance that separates them from their team tends to explain this.

A manager, in the business world, is an executive who is entrusted with greater responsibilities. He possesses and subjugates power in an organization. There are two types. Those who are in line with this distancing and who make the choice for the sake of respecting the hierarchical order. And those who are “victims” of a sacralization that is still very present in companies. This sacralization places the leader at the top of the ladder, making him inaccessible, which induces a distance between the two parties (leader/led).

The phenomenon of sacralization in France

In France, this distancing persists particularly compared to other countries. It ranges from the simple use of “you” by a stranger to the sacralization of the leader. Anglo-Saxon countries do not have this same problem (lack of distinction between “you” and “you”). Although this sacralization tends to decrease in small companies, large companies do not see their rate of sacralization decrease and this is felt more. This phenomenon is reflected in “physical signs” at various levels (verbal proximity, parking space, floor in the premises). These social markers reflect a positioning. The smaller the gap between the management team and the employee, the better your place in the “sacred” will be.

Visualizing the sacralization in the workplace

Many leaders take the side of the sacred. The example of Steve Jobs bears witness to this. Indeed, Apple stores are imagined and built as “temples”. In this way, employees and consumers take part in the rituals and make the myth possible. This is a consequence due to the massive admiration for the creator of the brand symbolized by the famous apple.
However, the leader is not the only initiator of this social distancing. The attitude of the employees as well as French history are part of this movement. The monarchical culture still endures and the generations that followed were raised with respect for cult figures. By “cult characters”, we will mean the various members of authority from Louis XIV to Emmanuel Macron. They embody charisma, leadership and power. These three components can be applied to the leaders of the company who are seen as superior and infallible in reassuring. Thus, the leader is immediately thrown onto a pedestal that is difficult to leave and has no room for error.

What is the situation today?

Today, the new generations seem to be reversing this order. Wrong idea or truth? Because despite challenges from millennials at the directive level, they respectfully consider the experience of their supervisor and are asking for supervision with regular feedback. Currently, we want to be closer to our managers. This promotes exchange and human beings, two qualities that are highly prized in the business field. This is surely why the term “leader” has given way to that of boss. The increase in interest in environmental, associative and societal issues in business shows a desire for change towards a more egalitarian place for man. It seems unlikely, however, that this sacralization will cease, because man needs to be able to refer to himself and be guided.

To find the original article by Richard Delaye-Habermacher: https://www.hbrfrance.fr/chroniques-experts/2018/09/22354-le-dirigeant-une-figure-qui-reste-sacralisee-y-compris-par-les-jeunes-generations/