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Supportive Leadership Behavior www.humanikaconsulting.com

Supportive leadership

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Page 1: Supportive leadership

Supportive Leadership Behavior

www.humanikaconsulting.com

Page 2: Supportive leadership

Types of Supportive Leadership Behavior

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Being friendly, informative, and

encouraging

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Being considerate and

understanding

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“Showing concern for followers needs”

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“Being sympathetic

to other’s problems”

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“Helping followers develop abilities and

careers”

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Why Supportive Leadership is

Effective?

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# 1

They satisfy people’s needs to be liked and appreciated by others, to be

respected as capable and valuable, and to be continually improving; and

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“Supportiveness helps keep a group together by promoting cohesion among members and keeping

individuals from becoming alienated”

#2

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Can Supportive Behavior ever be Ineffective ?

• Yes! • A short story

• A leader must be careful how supportive behavior is used and tailor the approach to the needs and concerns of followers.

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How to Be Supportive: Skills and Power Bases

Skills, Traits, and Sources of Power

Technical and professional competence

Reward Power

Referent Power

Expert Power

Communication Skills

Interpersonal Skills

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Communication skills as supportive leader behavior tool:

Interpersonal Skills as supportive leader behavior tool:

•Through positive, friendly interpersonal relations, leader supports

followers, cooperates with them, develops trust with them, and

assists them.

•Provides social support when followers are upset or under pressure.

•Shows appreciation and takes interest in followers’ lives.

•Sociable leaders enjoy spending time on a regular basis with each

follower. Maintain positive cheerful disposition, said to be easy to

get along with, show consideration and trust towards others.

Expertise as supportive leader behavior tool:

•Must have expertise to provide training and development.

•Supportive resource in solving problems

•Provide useful feedback on performance

•Increases leader’s confidence and willingness to support followers.

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Skills, Traits, and Sources of Power

Technical and professional competence

Reward Power

Referent Power

Expert Power

Communication Skills

Interpersonal Skills

How to Be Supportive: Skills and Power Bases

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In addition to developing specific skills, supportive leaders also work at

developing three different power bases from which they can effectively apply their

leadership skills: expert, referent, and reward

•Expert power helps leaders support followers by providing knowledge, skill and

ability in performing important tasks and solving problems. The more important

the follower’s problem, the greater the likelihood the leader will have to rely on

expert power. Effective leaders use expert power to support followers by

providing needed knowledge, being available as a source of technical advice,

helping individuals solve job problems, providing explanations of processes, and

referring followers to needed sources of information or assistance.

•Leaders whose personality, accomplishments, and integrity cause followers to

admire and identify with them acquire referent power. When leaders have referent

power, followers attribute favorable motives to the leaders, they want their leaders’

approval, and they interpret small, insignificant behaviors by the leader as

supportive (e.g. smile, or other friendly gesture).

•Reward power can be used to provide needed resources, a better work schedule, a

larger expense account, or advice to for followers. Therefore supportive leaders

should work toward acquiring reward power.

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• Effectively convey

their ideas and

feelings, listen actively,

and elicit ideas and

feelings from their

followers.

• Be responsive to

followers’ task-related

problems, complaints,

and personal problems.

• To indicate how much

followers are valued .

Communication Skill

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Where are Supportive Behaviors Likely to be Employed?

• When superior is supportive

• Organizational mission

– Human services

– Work with volunteers

– High involvement, high commitment cultures

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Supportive Behaviors Around the World

• Britain - sharing of information and welcoming follower suggestions

• Japan & Hong Kong - interactions with group in and out of work

• U.S. - Open door policies, management by walking around

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Who Should Receive Supportive Behavior?

Propositions: a) The leader should show the

most concern, be most considerate, and provide the greatest encouragement for the best performers because positive behavior should be reinforced.

b) Interpersonal support should be provided to followers as needed regardless of performance.

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Impact of Supportive Leadership

Follower Benefits:

• Satisfaction with work, job & supervisor

• Increased commitment

• Reduced stress

• Increased self-confidence

• Increased performance

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• Increased cooperation

• Increased productivity

Organizational Benefits:

• Increased cohesiveness & harmony

• Lower turnover, absenteeism, lateness, grievances

Impact of Supportive Leadership

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Situations Where Supportiveness may or may not be Effective

1) Followers are under high stress while trying to complete a dangerous task.

2) Followers are new to the job and are unsure of their abilities and positions.

3) Followers are small group of counselors in a student services dept. of a state university.

4) Followers are very opinionated and stubborn in their point of view.

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5) Followers are a large group (over 30) who work at widely varying tasks at different locations.

6) Tasks require creativity and new learning with much competition and possible conflict with other groups.

7) Work involves designing & testing computer programs. Personnel is highly trained and competent and obtain a great deal of satisfaction from their work

Situations Where Supportiveness may or may not be Effective

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• Favorable environments: 1,2,3, & 6. They reflect a need for

supportiveness that can enhance or increase leadership

effectiveness.

• Decrease or neutralize: 4 & 5. Indicate followers who may

resist or are immune to the positive effects of supportiveness.

When supportive behaviors are present, they will likely

produce little or no impact in follower reactions. May be

subject to other types of influence.

• Replacement of followers’ need for supportiveness:

Environment 7. When workers find tasks especially satisfying

and basis for high follower commitment and performance,

little supportiveness from leader is necessary.

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Situational Factors that Increase Effectiveness of Supportive Leadership

Situational Factors

Task Characteristics

•Dissatisfying •Stressful •Highly structured •Requires creativity •Requires learning

Follower Characteristics

•Low self-confidence

•Low self-esteem

•Insecurity

•Expectation that leader will be supportive

•High growth needs

Organizational and Group Characteristics

•External Conflict

•Newly formed group

•Cohesive group with shared beliefs in leader

•Formal plans, goals, and procedures

•Mission emphasizing human services

•Authoritarian superior

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Task Influences: Showing confidence in workers, treating them with empathy relieves

stress and allows works to be more effective.

Organizational and group influences: External Group conflicts - workers appreciate

leader reassurance. Also newly formed groups highly influenced by supportive leader

when he/she helps define goals and role definitions. These people need more support

and attention than other groups.

A cohesive group has a high degree of solidarity, unity, and felt closeness among the

members, and supportive leadership often pays off well in increased productivity as

well as worker attitudes. Group norms can influence outcome here--if favorable to

leader, works for, if not favorable will work against and decrease the positive effects of

a leader’s supportive behavior.

Followers in bureaucratic organizations respond well to supportive behaviors.

Apparently seen as rare caring human rather than organizational machine.

Follower Characteristic Influences: Followers w/above characteristics see supportive

leader as considerate and understanding as a source of comfort and encouragement and

therefore show positive reactions to this behavior. Leaders who are supportive in

individuals reaching their goals is well received.

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Situational Factors that Decrease Effectiveness

Factors that Decrease

Effectiveness

Large Group

High Level Job

Dogmatic Followers

Broad Task Scope

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Situational Factors that Replace the Need for Supportive Leadership

Situational Factors

Feedback from Task

•Rapid

•Specific

•Accurate

Intrinsically satisfying task

•Interesting

•Gratifying

•Meaningful

High importance placed on organizational rewards

•Pay Raises

•Promotions

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Leadership Process Model for Supportive Leadership

Leader Supportiveness

Enhancers of Supportiveness

Follower Psychological

Reactions

Follower Behavioral Outcomes

Neutralizers of Supportiveness

Replacements for Supportiveness

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This is a pictorial of the model of supportive leader behavior.

Starting at the top, supportive leader behaviors are shown to

influence follower/group psychological reactions, which in turn

affect the followers’ behavioral outcomes. Situational factors that

can increase or decrease the effectiveness of supportive behavior

are shown on each side and their impact comes to play when they

interact with the supportive behavior. The arrows from the leader

supportiveness box to situational factor boxes indicate that the

leader sometimes can manipulate situations to improve followers’

reactions indirectly and thereby replace the need to provide

supportive behaviors.

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Leader Supportiveness

•Concerned, trusting, and respectful of followers

•Considerate understanding attitude

•Friendly, encouraging, communicative

•Fostering follower development

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Enhancers of Supportiveness

•Dissatisfying or stressful job

•Low follower self-confidence, insecurity, or self esteem

•Follower expectations of high growth needs

•Structured work tasks

•Complex creative task

•External group conflict

•New or cohesive group

•Organizational mission

•Authoritarian superior

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Neutralizers of Supportiveness

•Dogmatic followers

•Large group

•Broad task scope

•High job level

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•Satisfaction of esteem and acceptance of need

•Satisfaction with work and supervisor

•Overall job satisfaction

•Organizational commitment

•Lower perceived stress and burnout

•Group harmony and cohesion

Follower Psychological Reactions

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Follower Behavioral Outcomes

•Lower Turnover, tardiness, absenteeism, and grievance rates

•Increased individual and group performance

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THE LEADER is ...

YOU

Page 38: Supportive leadership