A511.2.3.RB_LeeDarrell - Supportive Behavior

As we continue to progress through both the course and the degree program, we are learning more about how the role of a leader differs from the role of a manager. In his peer-reviewed article to the Research-Technology Management Journal, Maccoby (2000) goes to great lengths to highlight that managers serve an administrative function. Every business must have a manager. Leaders, however, are responsible for establishing relationships and energizing an organization from within. He proposes that people will either follow a leader within an organization out of fear or out of a mix of positive reasons such as success and trust. Personally, I want to be a leader that is followed for positive reasons.

This week, we were introduced to the concept of supportive leadership which will help us develop those positive traits that will empower us to become effective leaders. "Supportive leadership (or "supporting") includes a wide variety of of behaviors that show consideration, acceptance, and concern for the needs and feelings of other people. Supportive leadership helps to build and maintain effective interpersonal relationships" (Yukl, 2013, p. 63).  What that means to me is that supportive leadership means to apply the well-known Golden Rule. Treat others as you would expect to be treated. In supportive leadership, there is no focus on managing a team. There are no administrative functions. Supportive leadership simply builds personal relationships with each member of the team and inspiring loyalty through relationships. It is important to note, though, that supporting is simply a tool for building positive relationships. Just because there is no emphasis on management doesn't mean that a manager cannot use this approach. As discussed in my previous blog, a manager can be a leader and vise-versa.

Yukl (2013) notes that there are four main guidelines for supporting. First, show acceptance in a positive regard. This means to be polite and considerate. Get to know about the activities of your subordinates outside of work such as their family life. The key, though, is to remember that what you learn must be kept in confidence. Second, provide sympathy and support when subordinates are anxious or upset. This does not mean that a supportive leader has to agree with the subordinate but should at least give credence to the feelings of the subordinate. The third guideline is to bolster the person's self-esteem and confidence. You must make them feel that they are a valued member of the team. Remember that they will make mistakes and don't devalue them for that. The final guideline is to be willing to help with personal problems. Bearing in mind that supporting is about building interpersonal relationships, this will reinforce to your subordinates that they are, indeed, valued not just as members of the team but also simply as a human being.

Though I may not have always known that I was following the guidelines to supportive leadership, these are principles that I strive to meet in my professional environment. I don't necessarily do it because I wish to inspire others to follow me. I do it because these are the traits that my parents encouraged in my sister and me. I was raised with a servant-attitude. Since this is how I was raised, it is something that does come naturally to me now. Perhaps that is why I feel empowered to be a positive leader. Even though these traits were ingrained in us growing up, there is still much room for development, especially in the professional environment.

Yukl (2013) does go deeper into the ways to develop supporting. He outlines nine guidelines for developing as well. They are:

• Show concern for each person's development
• Help the person identify ways to improve performance
• Be patient and helpful when providing coaching
• Provide helpful career advice
• Help the personal prepare for a job change
• Encourage attendance at relevant training activities
• Provide opportunities to learn from experience
• Encourage coaching by peers when appropriate
• Promote the person's reputation

As a member of the military, some of these guidelines are easier to follow than others. Some happen naturally. Some can't happen at all. For example, I am not equipped to help someone prepare for a career change as I have never held a job outside of the military. However, it is a requirement that I prepare and schedule my subordinates for training. It is pretty obvious what we can and cannot control. But when it comes to supporting, the one guideline that really sticks out to me is promoting the person's reputation. I am so very proud of my entire team. That doesn't mean that I always agree with the actions just as I know that they don't agree with mine. We all make mistakes. Some are more obvious than others. What is important, however, is that we treat one another with dignity and respect as a family. As Soldiers, that is what I feel we are - a family. When I comes to the reputation of my subordinates, I will always strive to praise in public and criticize in private.

I will not say that it is more important to be a leader than a manager. I truly believe that both roles are critical. However, I do believe that I want to be a positive leader. I hope to continue to polish my skills and inspire others to follow me through supportive leadership. I want to treat people as valued members of a team because to me they are family.


References

Maccoby, M. (2000). Understanding the difference between management and leadership. Research-Technology Management, 43(1), 57-59.

Yukl, G. (2103). Leadership in Organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall.