My current work environment is very frustrating. I am in the position of an ‘outsider looking in’ and I see how detrimental negative criticism can affect a constituent. In the three years I have worked with these people I do not recall having heard one positive, reinforcing, confidence building comment by the manager towards this individual. The manager has criticized only the tasks that she feels are not being performed properly or up to her standards. Although, she has never informed anyone to what her standards are. I have not seen nor heard of any advice or training offered to this individual in order to help her with what is considered problem areas. This situation is very sad. The constituent has absolutely no self-confidence at this point in time. When the manager questions an action the individual reverts into a submissive mode of immediately questioning herself and what she has done wrong. Sometimes it is the managers own ineptitude that has created the problem. She is unable to see this and instead questions the constituent. All of this is exemplified when the manager, who also oversees an additional worker, does not treat the constituent’s co-worker the same way. The environment has gotten a little better only because the manager has had other items consuming her time so she is simply not finding the time to criticize. I believe this is a clear reflection on the manager’s lack of leadership skills and incapability to help an individual to work to their full potential. I would like to reference some of the poignant statements from the chapter.

If leaders want higher levels of performance and greater initiative from their constituents, they must be proactive in designing work that allows people discretion and choice. (Page 256)

Options, latitude, and accountability fuel people's sense of power and control over their lives. (Page 260)

Building self-confidence is building people's inner strength to plunge ahead in uncharted terrain, to make tough choices, to face opposition and the like because they believe in their skills and in their decision-making abilities. (Page 265)

Leaders take actions and create conditions that strengthen their constituents' self-esteem and internal sense of effectiveness. (Page 265)

Fostering the confidence to do well is critical in the process of strengthening others. (Page 265)

By communicating to constituents that you believe that they-all of us-can be successful, you help people to extend themselves and to persevere. (Page 265)

Strengthening others is essentially the process of turning constituents into leaders-making people capable of acting on their own initiative. (Page 269)

Leaders strengthen others when they make it possible for constituents to exercise choice and discretion, when they design in options and alternatives to the ways that work and services are produced, and when they foster accountability and responsibility that compels action. (Page 270)

If managers would take the time to implement any of the above mentioned key points from Kouzes & Posners’; Chapter 10 Strengthen Others (page 248) it could turn negative situations, like the one I have illustrated above, into a positive work environment for the constituent and her co-workers. This would, in turn, develop into a better overall performance of the constituent.
Instead the manager has chosen to implement the below points.

Constituents who feel weak, incompetent, and insignificant consistently underperform, they want to flee the organization, and they're ripe for disenchantment, even revolution. (Page 251)

The lack of self-confidence manifests itself in feelings of helplessness, powerlessness, and crippling self-doubt. (Page 265) Given the choice in management style I know who I would rather work for.

Irene