The Challenge Union Leaders Face When They Assume the Role of Managers Within a Labor Organization

Abstract

Most union officers and staff directors have little or no formal training in human resources or managing workforces. The transition from labor leader or representative to manager that many union officials face when they assume responsibility for a union’s staff is often a difficult and uncomfortable experience. This is in part because the experience of most union leaders has involved challenging management’s decisions, not making them, and because union values often conflict with those of management. This paper will discuss this dynamic and suggest training and best practices that can help union officials make this transition.