Supportive Behavior
Leadership behaviors are very influential, and its' expression must be thoughtfully considered and expressed so as to not evoke an undesired response from peers, or subordinates. Furthermore, perceptions of leadership behavior from peers and subordinates can contribute directly to the overall atmosphere of an organizations working environment.
As a senior enlisted and active duty member of our military, I often use many types of supportive behavior in order to produce positive and productive results. However, depending on what other issues arise, another type of supportive behavior may help determine if the results are productive, or even positive. Sometimes multiple types of supportive behaviors on the behalf of leadership is required to gain favorable results. The process is a very subjective one, and leadership needs to keep in mind certain boundaries when trying to help in order not to violate any civilian, or military codes of ethics. Each person is different and therefore will require a somewhat different tactic, or approach with respect to leadership behavior.
I often use supportive behaviors at work with my subordinates, as well as my peers; it is good professional development on both parties. These supportive behaviors lets others know you care, and at the same time sets a precedents as to how to treat and help others throughout their own career. Initially, I begin with bi-annual counseling that helps me get to know my subordinates on a personal level, and continue to inquire about the goals and issues they may have in the military at that time. I use that first meeting as a baseline to assess and measure up these individuals for different behavioral tactics and approaches.
I use both task and relations behavior (Yukl, 2013) to support subordinates, but typically, only relations support with peers and leaders. I often find that relations support is much more effective in measuring the subordinates attitudes, invoking a positive and creative, relaxing environment. I often use their baseline to mentor and coach them through any personal, or career problems, or concerns. My goal here, is to help them learn to think things through for themselves and come to rational, and reasonable decisions. After they receive appropriate training and tasking, I find this type of enjoyable, relaxing, yet working environment, provides for a productive atmosphere, task and attitude wise. I work to ensure subordinates can work independently as a contributor to the larger picture of their platoon, or detachment. At the end of each week, a meeting is held to discuss updates. In doing so, provides me the opportunity to recognize and reward individuals on the tasks completed throughout the week.
Often I find myself not using some supportive behaviors such as coaching by peers and promoting reputation (Yukl, 2013). In our culture, one usually has to prove his salt, and in doing so, develops his own reputation. However, I will plan on utilizing coaching by peers behavior, as it is a relative, and therefore useful behavior for all parties involved, and speaks directly to peer relations, and professional development.
References
Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Pearson
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