A511.2.3RB_Supportive Behavior

                       

A511.2.3RB – Supportive Behavior

MSLD 511: Organizational Leadership

Embry-Riddle Aeronautical University

Worldwide: Online Campus

October 29, 2015

         

Supportive Behavior

"Support is showing concern for the needs and feelings of other people (Yukl, 2013)." Supportive leadership behaviors are "listening, praising, and sharing information about the organization, sharing information about self, facilitating problem solving, asking for input, and providing rationale. Emotional intelligence is significantly related to supportive behaviors. There are four supportive behaviors: listening, sharing information about the organization, asking for input, and providing rationale. Managers with higher emotional intelligence are more likely to engage in supportive behaviors than managers with lower emotional intelligence (Benson, Nimon, & Zigarmi, 2012)."

The result of supportive leadership is "building and maintaining effective interpersonal relationships, essentially winning loyalty and friendship. It also increases subordinates’ self-confidence and reduces the amount of stress on the job (Yukl, 2013)." When managing staff, it is wise to be supportive when applicable. Listening to the problems that arise, addressing the dilemmas that occur throughout production and troubleshooting using problem-solving techniques are critical to effective leadership. Many situations arise during production where staff may need to troubleshoot or make decisions, but due to circumstances, may not be privy to all information as it relates to organizational needs and requirements. It is in the best interest of the organization to have a leader who shares information with the team, so team members have clear direction.

All levels of organizations

As the quality manager of a facility, I aspire to become an emotionally intelligent and supportive leader. I know that it is important to foster and maintain a stable environment in which information passes through the executive staff down to management and further downward through the chain of command as it regards direction and goals. Suggested guidelines for the implementation of supportive measures are: "showing acceptance and positive regard, providing sympathy when a person is upset, fostering a person's confidence, and being willing to help with personal problems should they arise (Yukl, 2013)." 

If one of my quality inspectors is harassed, which sometimes does occur, I immediately try to remedy the situation by pulling the harasser aside to ascertain what led to the harassment. Typically, the action has nothing to do personally with the quality inspector but more to do with personal issues the harasser is experiencing. Regardless, I continue my process by going back to my staff to assure them that I am ready to protect and help them in any situation. Because we do not have a human resource department, management must resolve all human resource issues. 

Being a Supportive Leader

If there are inquiries regarding a method I need to implement, executive management may be available to satisfy my inquiry, and likewise, I am always available to receive inquiries from my staff. This allows for open dialogue, which is imperative for everyone involved, as it results in clear lines of efficiency. For example, over the last six months, the quality, efficiency, and output have increased. As well, we work to foster cooperative relationships, a process that has improved the work environment, positively impacting employee attendance. I do not hesitate to praise and recognize subordinates who do a good job or who try a newly authorized method. And, I compliment or acknowledge top executives after they have had to make a tough decision. Being supportive of vetted decision-making is very important for everyone.

Mistakes vs. Bad Decisions

I also believe that recognizing mistakes are crucial to learning processes, because we can collectively learn what works and what does not. But what is the difference between making a mistake and making a bad decision? A mistake is something we do without intention, while the bad decision is something we make intentionally, often without regard for the consequence (Millburn & Nicodemus, 2015). This may be an important element in understanding when one needs to be a supportive leader.

Reference:

Benson, J., Nimon, K., & Zigarmi. (2012). Manager's Emotional Intelligence, Their Perceived Use of Directive and Supportive Leader Behaviors and Resultant Employee Satisfaction. Journal of Business Administration Research. Vol 1, No. 2. ISSN 1927-9507. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1436080910?pq-origsite=summon

Millburn, Joshua Fields, & Nicodemus, Ryan. (2015). Mistakes vs. Bad Decisions. The Minimalists. Retrieved from http://www.theminimalists.com/mistakes/

Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall