1

Growing Pains

Demonstrates how threats to status reduce psychological safety in the workplace. Suggests ‘status-affirming’ leadership techniques.

2

Performance Reviews

Demonstrates how threats to status are inherent in all leader-subordinate relationships. Suggests that leaders focus on ‘power with’ rather than ‘power over’ their teams.

3

The Client’s Scandal

Shows that status threats can be compounded by leaders’ identities (gender, race, class, etc.). Suggests that leaders use their ‘power to’ effect change on behalf of others to disarm status threats.

4

The Team Shakeup

Shows that ambiguity causes a high degree of stress for some people. Suggests that leaders create certainty and use ‘what if’ scenarios whenever possible.

5

New Tech

Demonstrates that resistance to top-down changes is often rooted in a threat to autonomy. Suggests that leaders use meaningful consultation and create choices.

6

Another Mistake

Shows that threats to autonomy negatively affects job performance, particularly for neurodiverse employees. Suggests that leaders should respect and enhance autonomy when responding to performance issues.

7

Developer Delays

Shows how leaders should respond to intergroup tensions by reinforcing relatedness and creating opportunities for collaboration.

8

What Happened?

Shows that leaders are less effective coaches or mentors if they pose a threat to relatedness. Demonstrates how openness and admitting fallibility can increase leaders’ relatability.

9

The Ideal Candidate

Through the lens of hiring, explores how perceptions of unfairness can affect a team. Recommends that leaders engage in transparent decision-making.

10

Slipping Performance

Demonstrates that it is not always easy for leaders to discern why someone is struggling at work. Emotionally intelligent leaders must engage people with curiosity and ask them about their sensitivity to threats.