Are promotions really incentives?

The research examines how managers make subjective assessments of professionals, specifically distinguishing between performance assessments. The focus is on current contributions and promotion prospect assessments, which evaluate potential at the next job level. Managers apply distinct cognitive schemas (mental models) for each type; for instance, performance schemas prioritize attributes like efficiency and technical skill, while promotion schemas emphasize future-oriented qualities such as leadership and self-sufficiency. A professional’s consultative decision-making—the degree to which they seek advice from peers—serves as a critical signal that affects these assessments differently depending on their promotion eligibility. For junior professionals not yet eligible for promotion, frequent consultation is viewed positively for both performance and future prospects as an indicator of learning, commitment, and job effectiveness. However, for those nearing promotion eligibility, consultative behavior causes these assessments to diverge: while it may enhance current performance ratings by helping to avoid mistakes, it often negatively impacts promotion prospects because managers may perceive it as a signal of dependence rather than the self-sufficiency and confidence required for higher-level roles. This creates a potential conflict in management control systems, as employees aiming for promotion might avoid the collaborative consultation that professional bodies and firms often encourage to ensure high-quality professional judgment.

The paradox of consultative decision-making reveals that while soliciting input from others is a highly valued trait in early career stages, it can paradoxically become a barrier to advancement as an employee approaches promotion eligibility. Research indicates that for rookie employees, a consultative style—defined as seeking advice before making a final decision—is viewed positively by managers because it aligns with a performance schema that emphasizes learning, curiosity, and engagement. In these early stages, managers view current performance as the best indicator of being on track for future success. However, as an individual moves closer to a promotion, the mental schemas managers use to evaluate them shift toward assessing readiness for the next level, which prioritizes leadership, confidence, and self-sufficiency. Consequently, highly consultative employees who are promotion-eligible may receive high marks for their current performance but be rated as less promotable, as their supervisors may interpret the continued need for external input as a lack of confidence or excessive dependency. To navigate this successfully, professionals are advised to be highly consultative during their initial learning phases but to deliberately reduce consultation and demonstrate more independent judgment as they aim for leadership roles, thereby signaling their readiness for the next level of responsibility.