Take the opportunity to reflect specifically on Yukl's material on pages 63 through 72, Supportive Behavior.
Assuming that these leadership behaviors are appropriate at all levels of organizations, do you use these behaviors in your work with others? Subordinates? If so, how are they effective in producing results? If not, could they be added to your personal repertoire of leadership behaviors?
Supportive leadership helps to build and maintain effective interpersonal relationships. A manager who is considerate and friendly toward people is more likely to win their friendship and loyalty. The emotional ties that are formed make it easier to gain cooperation and support from people on whom the manager must rely to get the work done. It is more satisfying to work with someone who is friendly, cooperative, and supportive than with someone who is cold and impersonal, or worse, hostile and uncooperative. (Yukl, 2010, p. 125)
Participative leadership is a managerial style that invites input from employees on all company decisions. This occurs when staff is given pertinent information regarding company issues, and a majority vote determines the course of action the company will take. Participative leadership can sometimes be a slower form of decision-making, but it has several advantages that may make it the right managerial method some businesses.
My supervisory style is one of a participative leader. I am open-minded to input from my supervisees when making decisions and solving problems, but in most instances, retain the conclusion when choices are made. When assigning projects, I tell let my team know what to do, show them how to do it, and let them know when I want it done. I set false deadlines in order to allow time to review their products, and give feedback and aid. However, in learning more about their strengths and experiences, I have found it acceptable for my team to carry out their role with little of my input.
My supervisees tend to be encouraged and motivated by this style of leadership, as they take advantage of my open-door tradition I do not close my door unless I am in a meeting or on a phone call. This provides maximum opportunity for communication between my staff and I. I try to avoid being a hypocrite as well. There are certain things I have found to be disturbing about past supervisors. My top peeve was a supervisor who wasted my time - they were never on time for our meetings and would go over time when I needed to be somewhere else. They would never apologize for this and would force me to waste someone elses time because they refused to reschedule. According to Michael Hyatt, author of Platform: Get Noticed in a Noisy World, this is also one of the top reasons employees dislike their supervisors (2012). They call too many meetings. They are not responsive. Finally, supervisors don’t really understand the work process; they have no idea how long it takes to get the work done, and do not train for more thorough effectiveness. I understand that we hired our employees because we knew they were capable of great work; however, without performance mastery, they will have little capacity to care about what they do, who they do it with, and who they do it for (Simmons, 2010). I want group members to feel involved and relevant in the decision-making process, which is why I prefer when decisions are made through group consensus. This style of leadership often leads to more effective and accurate decisions, since no leader can be an expert in all areas. Input from group members with specialized knowledge and expertise creates a more complete basis for decision-making. I prefer to know than to assume, and I ask plenty of questions to seek clarity - I encourage the same of my supervisees and their supervisees - I want to help my coworkers fulfill their potential.
... shows acceptance and positive regard for others.
... is polite and considerate.
... treat each worker as an individual.
... treat each worker as an individual.
... remember important details about coworkers.
... is patient and helpful when giving instructions or explanations.
... provides support when a worker or group of workers are worried or upset.
... expresses confidence in the person when addressing difficult tasks.
... provides assistance with the work when needed.
... is willing to help with personal problems.
... is patient and helpful when giving instructions or explanations.
... provides support when a worker or group of workers are worried or upset.
... expresses confidence in the person when addressing difficult tasks.
... provides assistance with the work when needed.
... is willing to help with personal problems.
References
Simmons, Brett. (2010). Want Your People To Care More? Help Them Perform Better. Positive Organizational Behavior. Accessed at http://www.bretlsimmons.com/2010-05/want-your-people-to-care-more-help-them-perform-better/
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