Every organisation under the sun has top dogs, bootlickers and the rest fall in-between. In any setting, the manifestation and determination of power is best observed between the power dynamics of top dogs and bootlickers. In any organisational structure, power dynamics play a crucial role in shaping relationships, influencing decisions and determining the direction of the entity as a whole. Among the various roles individuals play within these structures, two often stand out: the “top dogs”, or those in positions of power and authority, and the “bootlickers”, those who seek to wield some kind of informal power, by currying favour with the top dogs. In this instalment, we are going to unpack the power plays that bootlickers use to influence and manipulate top dogs and how top dogs can guard against it. This bootlicking phenomenon is not merely a matter of personal ambition. It reflects a deeper psychological, social and organisational dynamic that can have far-reaching implications for that organisation or formation.
Understanding power
The definitions of power are varied, but at its core, power can be defined as the capacity to influence others and control resources.
In organisations, power often resides with those in leadership roles, such as, the board of directors, CEOs and all levels of management.
These people make decisions that affect the entire organisation. “Top dogs” are typically seen as the final authority, making them the focal point for both admiration and resentment amongst the under links.
Conversely, bootlickers — often referred to as sycophants or ingratiators — are individuals who engage in flattery, subservience, or other forms of self-promotion to gain favour with those in power. Their motivations can range from a genuine desire to support their superiors, to a more self-serving aim of advancing their careers.
Understanding this relationship is essential for recognising how power dynamics function within organisations.
The role of bootlickers
- Mpilo CEO post sparks heated debate in Byo
- Employee retention: What works in practice
- CEOs push back on salaries disclosure
- Power plays: Top dogs beware of bootlickers
Keep Reading
Bootlickers are relentless. Bootlickers never tire, as they work 24/7 scheming. Bootlickers deploy various strategies to navigate the complex landscape of organisational politics. Their strategies are varied and layered and include but are not restricted to the following:
Flattery and praise: Bootlickers often shower their superiors with compliments — boss this and boss that — sounding very subservient and praising their decisions and leadership style. Often, they praise them even when it is not warranted. It is suffocating to experience and soul-destroying to watch. But to the bootlicker, this is meant to create a favourable impression and position the bootlicker as a loyal follower. Often it borders on patronisation. Top dogs who are gullible fall for this type of flattery and praise. Meanwhile, it is the bootlicker now calling the shots, through the crafty deployment of bootlicking methods.
Information manipulation: By selectively sharing information or misrepresenting facts, bootlickers can shape the perceptions of top dogs to the detriment of the organisation. This manipulation can lead to poor decision-making based on skewed data. Bootlickers seem to always have answers to all questions, manufacturing and tweaking data when they see it fit. Organisations have been compromised because of the manipulation of bootlickers.
Social bonding: Without fail, bootlickers attempt to forge personal relationships with top dogs, engaging in unnecessary idle chat, without substance or participating in social events to create a sense of camaraderie. This can make their influence more profound, as personal relationships often lead to trust. It is the creation of trust in the mind of the top dog that is central to the chicanery of the bootlicker.
Undermining competitors: Bootlickers often attempt to discredit or undermine their peers to elevate their own status in the eyes of top dogs. They can do this in overt or covert ways. This often involves subtle sabotage activities or gossip that casts doubt on the capabilities of others. Bootlickers sometimes go as far as undermining the organisation, so that their peers are blamed for it.
Aligning with goals: By aligning themselves with the personal objectives and goals of top dogs, bootlickers can position themselves as indispensable allies. As master strategists, bootlickers frame their contributions in ways that highlight their alignment with the leadership’s personal and organisational vision, even though they might not necessarily agree with it.
Consequences of bootlicking
While bootlicking can provide short-term advantages for individuals, it can also have detrimental effects on organisations as a whole. These include:
Poor decision-making: When top dogs rely too heavily on the information and opinions of bootlickers, they make decisions based on biased or incomplete data. This leads to strategic missteps that affect the entire organisation.
Toxic work environment: The prevalence of bootlicking creates a toxic organisational culture, where genuine feedback is stifled, and employees feel pressured to conform to sycophantic behaviours. This stifles creativity and innovation.
Loss of talent: Invariably, high performing employees become disillusioned in environments dominated by bootlicking, leading to unnecessary squabbles and high employee turnover. Talented individuals prefer workplaces where merit is recognised and rewarded rather than where favouritism prevails.
Erosion of trust: When bootlickers manipulate information, it erodes trust between employees and management. A lack of trust hinders collaboration and reduces overall morale.
Reinforcement of bad habits: When bootlicking behaviours are rewarded, they become entrenched in the organisational culture. This creates an environment where dishonesty and manipulation are normalised, further complicating the power dynamics.
Perspective of top dogs
Top dogs, while in positions of authority where they wield a lot of power, ought to navigate their relationships with bootlickers carefully. Awareness of the potential manipulation by bootlickers is crucial for effective leadership. Some strategies that top dogs could employ include:
Encouraging open communication: By fostering an environment where employees feel safe to express dissenting opinions or provide honest feedback, top dogs can reduce the influence of bootlickers and promote a culture of transparency.
Seeking diverse perspectives: Top dogs should actively seek input from a range of employees rather than relying solely on their inner circle or those who engage in bootlicking. This can provide a more balanced view of issues and lead to better decision-making.
Establishing clear metrics for success: By defining clear performance metrics and accountability measures, top dogs can focus on results rather than relationships. This can help ensure that promotions and rewards are based on merit rather than flattery.
Encouraging a culture of integrity: Promoting values such as integrity and honesty can counteract the negative effects of bootlicking. By recognising and rewarding genuine contributions, top dogs can shift the focus away from sycophantic behaviours.
Being aware of personal bias: Finally, top dogs should continually reflect on their own biases and be vigilant against the allure of flattery. Self-awareness can help them make more informed and rational decisions. Awareness of personal bias is essential for effective leadership, as biases can significantly cloud judgment and influence decision-making. Leaders often have preferences and preconceived notions shaped by their experiences, backgrounds, and relationships, which can lead to favouritism or an unbalanced assessment of situations. Recognising these biases is the first step toward mitigating their effects. Top dogs can engage in self-reflection, actively questioning their decisions and the motivations behind them. Seeking feedback from a diverse group of colleagues often provides alternative perspectives that challenge ingrained beliefs. In addition, fostering an inclusive environment encourages team members to voice differing opinions, which helps leaders confront their biases.
Implementing structured decision-making processes, such as using data driven metrics or establishing criteria for evaluating performance, further reduces the influence of bias. Training programmes focused on diversity, equity, and inclusion can also enhance leaders’ understanding of their unconscious biases.
Ultimately, being aware of personal bias not only enhances a leader’s decision-making capabilities, but also builds trust within the organisation. It creates a culture where meritocracy prevails, ensuring that all employees feel valued, ultimately leading to better outcomes for the organisation as a whole.
Conclusion
The relationship between top dogs and bootlickers is a complex interplay of ambition, influence and power dynamics. While bootlickers may seek to gain favour through manipulation, their actions can have significant consequences for both individuals and organisations.
For top dogs, understanding this dynamic is crucial for effective leadership. By fostering an environment of open communication, seeking diverse perspectives and promoting a culture of integrity, top dogs can mitigate the risks associated with bootlicking and create a more productive and positive organisational culture.
In the end, the balance of power within organisations is a delicate one, requiring ongoing awareness and effort from all parties involved. By recognising the potential pitfalls of bootlicking and taking proactive steps to address them, organisations can thrive and achieve their goals more effectively.
- Ndoro-Mkombachoto is a former academic and banker. She has consulted widely in strategy, entrepreneurship and private sector development for organisations that include Seed Co Africa, Hwange Colliery, RBZ/CGC, Standard Bank of South Africa, Home Loans, IFC/World Bank, UNDP, USAid, Danida, Cida, Kellogg Foundation, among others, as a writer, property investor, developer and manager. — @HeartfeltwithGloria/ +263 772 236 341.
