by Arlacia Leite
I encountered an old friend at a party this past weekend. She informed me she was looking for a new job and asked for my help with introductions to local hiring managers. Her main reason for wanting to leave, as in the case of over 2.5 million Americans, is her boss. She has been with her company for over ten years. She feels her supervisor has poor people skills, gives cryptic directions, and does not support her efforts to advance in the company. (Drevets, 2014) I expressed I was excited for her but unsure of what she thinks will be different about a new job. Personal experience has shown me that eventually all jobs, like any relationship, become the same. The first few weeks of employment are always fresh and challenging. After a about six months or so one will settle into a pretty predictable routine. I encouraged my friend to reflect on what she can do to ensure her needs are met at her current and prospective company so everyone is fulfilled and she can excel wherever she is employed. Another consideration would be to work with the boss she has, not impose the expectations she holds for someone in a Leadership position.
There is much emphasis placed on Leaders and their responsibility to inspire success. There is a Leadership Theory that supports this obligation. Leader Member Exchange says that leadership is a process that is centered on the interactions between leaders and followers. (PSU WC – Lesson 8, 2014)This relationship is at the heart of the leadership process. Solid relationships in the workplace between Leaders and Followers leads to smaller turnover, better employee health and higher productivity, among many things. There are many articles written about bad bosses or poor executive leadership. Every seasoned professional usually has a personal story about his “worst” boss. What is not widely acknowledged is Followers are also a vital part of the leadership process. Their role is not often recognized as equally valuable to the success of a group or organization. “Followers’ expectations, personality traits, ability levels, and motivation affect the leadership process. Workers who share and internalize the culture and goals of a group and its leadership are more likely to perform any task necessary to achieve a goal. They may work later hours or take on additional assignments to support their organization. (PSU WC – Lesson 8, 2014)
Situation is an important part of the leadership process yet varies greatly. It heavily influences the interaction between a leader and followers. The size of the group also determines the interaction and level of compliance depending on the situation. There is an expectation that Leaders create productive environments regardless of challenges. They are solely charged with creating growth and professional development. Leaders are required to identify motivators and use them to extract performance from their team. (PSU WC – Lesson 8, 2014) I have learned this should not be a one sided responsibility. An educated, competent professional is equally responsible to manage “upwards” to ensure his managers are receiving candid feedback. It is also important to adjust one’s expectations for what constitutes leadership.
A Leader that is pensive and slow to act is not necessarily ineffective. In fact, an Extrovert given the task of leading seasoned employees who are proactive can be detrimental. Open conflict may occur if an Extrovert responds poorly, resulting in employees who may be unwilling to work hard. Knowledge at Wharton conveys to us “extraverts are often perceived as more effective because of a “halo effect.” “This may occur because extraverted leaders match the prototypes of charismatic leaders that dominate both [Western and Eastern cultures] and are especially prevalent in business.” A survey of 1,500 senior leaders earning at least six-figure salaries found that 65% actually saw introversion as a negative quality in terms of leadership. (Knowledge@Wharton) This notion is changing as more studies reveal more companies are looking to empower employees to take ownership of their jobs. Corporate Leaders who were once hiring employees with a lot of “excitement, a clear vision and direction,” are now seeking out more “reserved, quieter, in some cases silent managers, in order to create space for employees to enter the dialogue.”
Leaders, at all levels and Followers are responsible to one another in the workplace. Leaders create positive environments within which followers can contribute. They encourage growth and development in their group. They motivate Followers through personal and intangible factors. Thus, leaders change the situations they are in. In return, Followers must commit to honest communication and support to allow the Leader to provide effective guidance for their achievement and happiness.
Works Cited
[Motion Picture].
Drevets, T. (2014, June 25). The Top Five Reasons People Quit Their Jobs. Retrieved from ValueWalk: www.valuewalk.com/2014/06/the-top-5-reasons-people-quit-jobs/
Knowledge@Wharton. (n.d.). Why Extroverts Are Not Always the Most Successful Bosses. Retrieved September 2014, from leadership.wharton.upenn.edu/digest/index.shtml.#Effective_Leaders_Are_Not_Always_The _Most_Successful_Bossess
PSU WC – Lesson 8. (2014, September). Lesson 8. Retrieved from Penn State World Campus – Psych 485 Leadership in Work Settings: courses.worldcampus.psu.edu/fa14/psych485
Jason William Woodring says
I think there is some merit to leading with the follower in mind. I think evaluations of leaders is just as important as evaluations of followers. How is everyone supposed to be on the same page? How is the company going to know if they are getting the best bang for their buck in their employees? Isn’t the goal of any business to make money? If the company does not know how a leader leads and how those followers feel about their leader, how will the most amount of work get accomplished at a quality level? I think it is a “no brainer” for companies to mandate evaluations. I think the greater good of the company should reflect its employees and how they accomplish goals. If a leader is the limiting factor, then remove the limiting factor. I think it is unwise to assume your leaders are perfect. This goes to the skills chapter of Northouse, in that skills can be learned, innate qualities can be enhance into stronger strengths and good leaders can emerge. However, skills and innate traits can be learned and enhanced in followers as well.
Amy Lynn Crain says
I was struck by something you stated in your blog post. Your response to your friend wanting to find a new job to escape her ineffective boss really hit home for me. I agree with you that you cannot leave a job specifically because your boss behaves in a way (or embodies negative traits) that makes you frustrated. This is because you cannot expect to find the “perfect” job or boss. My mother did this a few time in her career as a regulatory affairs manager of a pharmaceutical company. She hated her boss, so she decided to leave, and got a job at a competing company. Only to find that 6 months later she wanted to leave again…and for the same reason! She then left for a third company, only to resign again and become rehired at the original company. There are always things that can be viewed as negative about a leader in all situations.
However, I do not feel that it is really the place of a subordinate to speak to a boss about ways to “improve”. The subordinate could definitely go over the head of the leader (either to human resources, or a higher executive), but it could be to no avail. Whether the top-exec or human resources actually does something (unless many others are voicing similar complaints, or something unsavory and unethical is happening) is probably rare. But you never know who else is feeling the same way enough to speak up about it. However, it could get back to the leader that you went over his/her head and make matters much worse. I think that there is definitely a exchange between leader and follower(s), but I do not know if it is the place of the subordinate to give criticism about management styles and personality types of the leader.
This is why it is so important that leaders constantly evaluate themselves, the situation, and their followers (Northouse, 2013). With these three techniques, leaders can make sure that goals are being attained, and that employees are as happy as possible.
References
Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Los Angeles: SAGE.
Gladys M Cooper says
You being up a very valid point. I agree that it is also up to the follower to be able to give productive feedback to the leader. By doing so this will aid in the leader being more affective. If a leader does not get feedback, then they may not realize what they are doing and therefore there is no chance for there to be a productive and cohesive environment in which all can work.
According to the Situational Approach, an employee can move forward and backward in their knowledge and experience when things change in a company or they are given new responsibilities which then means that the leader needs to be able to adjust their approach to leading them (Northouse, 2013). If a leader does not get appropriate feedback from the employee, then the leader may not have been able to “read” what that employee needs in order to be the most productive and satisfied with their employment. By an employee being able to give productive feedback, this could all be avoided.
Reference:
Northouse, P. G. (2013). Leadership: Theory and Practice, Sixth Ed. Los Angeles: Sage Publications.