Throughout the coursework we have done in leadership, I have always found the relationship of a leader to their subordinates to be one of the essential aspects that determined effective leadership. Throughout this chapter, it discusses aspects of the leader-subordinate relationship that offers insight into what leaders can expect from a subordinate's performance. Their theory is that you can easily manipulate your subordinates by altering their perception of what you think of them. in their experiment, they altered 105 Israeli Soldiers' perception of what their commanding officer thought of them. Their conclusion was that a leader's perception of his or her subordinates activates different behavioral traits in the subordinates. What do you feel is the role of a leader to their subordinates? What do you think would work more effectively positive or negative perceived perceptions?Do you feel that a little displaced input could be an effective way to increase subordinate performance? If not, what do you feel is a more effective tool to further develop and increase subordinate outcomes?
Potentially more important than the perception of a leader of his or her
subordinates is the reverse; the perception of the leader as a leader by the
subordinates. viewing leadership from this perspective has always allowed
leaders to view leadership not as a flow of traits from the leader to the
subordinate, but as a social process. One key aspect of this process is the
recognition by subordinates of a "leader", and by this recognition, allowing
the leader to participate in leadership behaviors. What do you think is
the most important aspect that a subordinate has in relation to a leader?
Do you think that the "recognition" phase of leadership process is necessary
before a leader becomes active in leadership behaviors, or are those traits able
to be displayed by a persone before or without the "leader" tag?
I feel the role of leaders to their subordinates is to make the subordinates to feel like the leader is on their side completely. I agree completely with the theory that subordinates feel/act differently once they know how their leader feels about them. I know that it’s 50/50 for me when it comes to my leader. If I think he thinks I’m doing a great job – I will try my hardest to continue to impress him. On the other hand, if my leader were to think I wasn’t doing well at all – I would have a mixed emotion of either trying to prove him wrong or wanting to do worse just to spite him. I likely would try to improve what he thought of me for as long as possible until I grew tired of it – then likely just give up and quit trying so hard. No reason to work for someone who doesn’t appreciate you. I personally think positive perceived perceptions would work best with leader-subordinate relationships. As I mentioned above, I would much rather continue to work hard for a leader who thinks I’m doing well than to work hard for a leader who doesn’t think I’m succeeding. I think input from the leader (either good or bad) would be important for a subordinate to hear. That way he/she can build off of the news from his/her leader.
ReplyDeleteI think the most important aspect that a subordinate has in relation to a leader is respect--mutual respect with everyone. You can try to lead someone, but if there is no respect going between you – you can guarantee the task will not be completed with full effort. I definitely think the recognition phase of the ledership process is necessary before a leader becomes active in leadership behaviors. A role of a leader is to make other people feel important and appreciated. The leader excels at creating opportunities to provide rewards, recognition and thanks to his or her staff. A leader creates a work environment in which people feel important and appreciated. I have learned from experience, especially with my dad and brother, that they really need to feel appreciated. Even a simple, “oh, thank you so much for putting away the dishes," will lift their spirits emmesly. Say that phrase to a girl and she’ll smile and just figure it needed to be done. At least from my personal perspective. Apply the same theory in the work place or on a group project – it will create success more often than failure.
I think that the role of leaders to their subordinates is just that, to be a leader. I think that the subordinates should feel like their leaders are working towards the same goal they are. I agree with the fact that subordinates behave differently based on what their leaders think of them. I think both positive and negative perceptions have a great affect. I feel as if the subordinates are perceived as great people and well talented that they will try to live up to those expectations. This way they will work harder and probably put forth more effort. If the leader already see the subordinate as a slow, non-efficient person, then the subordinate might not even waste their time as trying to move up. They will most likely keep at the level they are at and not put forth extra effort. On the other hand if the subordinate is truly determined at moving up in the world, they may try even more to worker harder and to try to show their leader what they can do and try to change the leader’s perception. I would rather have a leader that has a positive perception to me that way I would strive to keep that positive performance on the job.
ReplyDeleteI think that the most important aspect that a subordinate has in relation to a leader is communication. The leader and the subordinate have to be able to communicate with one another in order to be successful. The leader needs to take the initiative to step up and talk with their subordinates, on both good and bad issues. Also, the subordinate needs to be on the same page as the leader and not be afraid to ask questions. I think that the recognition phase of the leadership process in necessary before a leader is able to be active in leadership behaviors. Leaders want to know that what they are doing is useful and helping others. They need feedback as to whether it is good or not. Getting recognition helps to motivate them and to continue to do good work.
I think a leader should treat their subordinates with respect and breed positive energy around them. It is important that the leader is not seen as the dictator of the group and is the only one making all of the decisions. Letting the subordinates give suggestions and their opinion to the situation may also be helpful. Along with that thought a leader should treat their subordinates as equals. Nobody will want to work with a leader who belittles them and makes them feel down. Praise and positive energy are two tools that make organizations and companies run strong, without them workers would not be motivated and most likely would slack on their job. A leader should strive to make everyone try their best and work to their highest potential.
ReplyDeleteThe most important aspect that a subordinate has in relation to their leader is trust. Without trust all aspects of a relationship will break down. It is crucial that the subordinates trust in the leader and are willing to stand behind them. Sometimes groups face hard times and the subordinates have to rely on their leader to keep the positive energy up and the group moral high. If the trust is broken in a relationship than not only are the two people hurting each other but they are also hurting the group as a whole. I think that all people need feedback – positive and negative. People need to know what they are doing right so they can keep working hard and they also need to know what they are doing wrong in order to change their ways.
I think that the role of a leader to their subordinates is a positive inspiring force that helps bring the group together and bring them to a common goal. It is important the leader, I believe, stays positive with the group and makes them feel good about themselves and what they are doing. I think that by positively reinforcing the group and making them believe in themselves that you will get the most out of the group as a leader.
ReplyDeleteOn the contrast, I think that as a subordinate you need to be able to look up to the leader. Although it can be one of your peers, there needs to be a sense of stability seen in the leader by the subordinates. The leader must be looked at to have control and to lead the group. The subordinate must look at the leader for guidance and know that when the times get rough, they will lead them to good. The subordinates need to be willing to change their habits for the leader because there needs to be a trust factor that is developed between the leader and the subordinates.
I think a leader definitely has the ability to change a subordinate's attitude and performance by having them believe that the leader perceives them in a certain way. In communication we talk about the self-fulfilling prophecy, where if a person believes they are a certain way, they will act that way. So if a person is constantly called "stupid" they will believe they are stupid, and in turn act like they are stupid. So, according to this theory, if a leader is going to portray a certain perception about a subordinate, they should portray a positive perception about them. If a follower believes they are good at what they are doing, they will keep working hard (or work harder) according to the self fulfilling prophecy.
ReplyDeleteI don't know if it's just my computer, but the second paragraph of the post is cut off. I can still get the gist of it, though. Going along with some of the other posts, I believe genuinely expressed appreciation is important in a leader-subordinate relationship. This also goes along with the self-fulfilling prophecy I mentioned earlier. If a leader expressed appreciation for something a subordinate has done, it increases their motivation to keep performing well. I believe it is a two- way deal in that not only does a leader have to be appreciative to his or her subordinates, but subordinates have to be appreciative of their leader. This creates a sense of mutual respect going both ways, which is another important aspect to a leader-follower relationship.
I feel the role of a leader to his/her subordinates should be to encourage and enable their subordinates to do be the best that they can be, an do the best that they can do. I think that altering the leader's view of his/her subordinates doesn't give the subordinates a fair chance at development that the leader has to offer. The most effective tool should be the truth, so that the leader knows what they are dealing with, and can better evaluate the ways to further develop the subordinate.
ReplyDeleteThe most important aspect that a subordinate has in relation to its leader is openness. Subordinates need to have an open mind to what their leader is doing, so they are able to see it from a different perspective. If they perceive something the leader does as bad, then they will be less likely to support their leader, instead of having an open mind and being able to except what the leader is doing as good. If they have an open mind and still see their actions as bad, then they will have a better argument when confronting their leader.
I think the recognition phase comes after a person's traits have been exposed, which may mean that no leader actually is established right from the beginning. After group members have met with each other and worked a little bit, they usually have a better idea of who the "leader" actually is, rather than simply appointing a leader before getting to know their traits and personality.
The role of a leader to subordinates is to make a meaningful group experience that can foster the strengths and to learn to deal with the weaknesses in the subordinates. I believe that positive perceptions are the most powerful opinions that a subordinate can have of their leader. A negative perception will create a poor morale or even rebellion against the leader. To be a nerd, if I may, I point to the relationship between Anakin Skywalker and Emperor Palpatine. Skywalker had a positive perception of Palpatine because he believed Palpatine could help him save Padme. This belief and trust in Palpatine allowed the Emperor to manipulate Skywalker to do his bidding.
ReplyDeleteThe most important aspect would be putting trust into the leader to lead and actually act as a follower. Many leaders would not be considered...leaders...without followers, or at least some kind of follower. I also agree in that there must be a recognition phase. Without that, subordinates may be confused because they are potentially unwilling to accept someone as their leader.
I believe that a leader has a large impact on a subordinate's level of performance based on what they say and how they label them. If a leader communicates and vocalizes what the subordinate is doing correctly or well this will give them increased confidence in their abilities. It reinforces the behavior recognizing it as good. If a subordinate is told something in a negative unproductive manner then it can decrease their morale and have severe effect on their performance. However, I do think that there is a difference between constructive criticism and negative comments. A subordinate is more likely to give input when they feel that what they are doing is being noticed in a beneficial way.
ReplyDeleteI think that honesty and trust are the most important aspects of the leader and subordinate relationship. These characteristics allow effective two way communication that is important for any business to excel. The leader will gain support and respect because they are able to understand where their subordinates are coming from, and vice versa.
I think that the recognition phase is a natural occurrence in any group relationship. Traits are observed and leaders are revealed. It is not necessary that an individual is labeled as a leader. I think that a leader is formed out of the group dynamic.
I feel like the role of a leader is first and foremost to understand their subordinates (even though I really don’t like using that term). I think that if you don’t know who your subordinates are, there is no way that you can efficiently lead them. You need to put yourself on the line for them. While you are the leader, you need to not allow subordinates to feel as though they are subordinates. If you get to know them, you can learn how to lead them. I think that as far as perceptions, a positive perception of the subordinate would work best. If you have the positive view, you believe that you can allow them to do more, and that they can learn. I really don’t quite know how I feel about displaced input even after reading this chapter. I think that relationships, trust and communication are key to subordinate outcomes. Making subordinates feel as if they are part of something.
ReplyDeleteI think the most important aspect that a subordinate has in relation to a leader is to also know the leader. Get to know them and how they work. The subordinates usually have a completely different view of the leader than the leader has of him or her self and of the organization than the leader. The subordinate also has unique thoughts and experiences that they must share and they have to get involved. I think that depending on what stage of leadership identity development a person is in, the recognition phase of leadership is extremely iimportant. It is important for a developing leader to know they have responsibilities and sometimes the way to do that is to give them a title so they feel connected, involved and important. A lot of times, the responsibility comes with a title. That’s kind of the way it tends to go with a lot of things in America. For instance, sometimes when someone asks me to do something and it’s formed as “would you like to be treasurer for this organization” I might say no because I know there will be time, effort, and responsibility needed that I cannot give to the organization. However, if someone asked me to keep track of how much we are spending, I might say yes because it doesn’t sound like so much to take on. I think titles can work both ways. But to get to the last part of the question, I believe that people have leadership behaviors without the “leader” tag all the time, but most of the time these are people a little more developed in their leadership identity development.
I believe the leaders perception of his/her subordinates has a huge impact on subordinate performance. Human nature is driven by outside perceptions and thus, regardless of what we like to believe, what others think about our actions matters. I feel the role of the leader to her subordinates is to encourage, to inspire, and to motivate. I believe that there is always room for positive reinforcements, and that negative reinforcements simply discourage creativity, innovation, and hinder the ability for a true relationship to build between the leader and the follower. With this, I do not think lying about a person’s abilities does them any good, but pointing out things you know they may be able to do well could help to bring about a sense of awareness about a skill the subordinate didn’t know she possessed. This type of encouragement (not lying) is one I would support to bring about awareness and thus growth for the individual. A leader needs to ensure their subordinate feels like she is part of something greater than herself. The motivation, I believe, needs to come from somewhere outside of self fulfillment and thus, encouragement based on guidance by the leader is an effective way to ensure a person continues to grow, think outside the box, and contribute the best thoughts possible to the greater marketplace of ideas.
ReplyDeleteI don’t believe it is only the traits that make the leader so while a person may possess the necessary characteristics to lead in a given situation, they are not a leader until they actively assume the role, and are accepted into the position by those who will inevitably follow their direction. While I believe this recognition is necessary, I do not think that this has to be a conscious recognition. Often times, a leader falls into the role without either their own awareness of what is happening or the followers understanding. This fits with the idea that context in any given situation matters, and that there are more factors than simply the traits a person possesses that factor into a leader’s assumption of their role.