Let First-Level Supervisors Do Their Job

Performing well as a first-level supervisor is like walking the circus high wire. In both positions, the ability to maintain one’s balance when shifting forces pull in opposite directions is a measure of one’s success. First-level supervisors must be able to harmonize the demands of management, the demands of the collective work force (often represented […]

by

W. Earl Sasser, Jr.

and

Frank S. Leonard

by

W. Earl Sasser, Jr.

and

Frank S. Leonard

From the Magazine (March 1980)

“Our supervisors can probably have more influence on our productivity, worker absenteeism, product quality, morale of our work force, labor relations, and cost reduction than any other group in the company,” the vice president of personnel at a manufacturing company recently told us. We were there to do research on the function of first-level supervisors.

A version of this article appeared in the March 1980 issue of Harvard Business Review.

WS

W. Earl Sasser, Jr., is a Baker Foundation Professor at Harvard Business School.
FL

Frank S. Leonard is an independent executive educator and consultant. He specializes in the strategic use of quality and manufacturing, particularly for large multinational corporations.

Let First-Level Supervisors Do Their Job

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