Supportive Behavior

"Supportive Leadership means being polite and considerate" ~ Yukl

This week's topic is supportive behavior in terms of leadership style. Obviously it would be much better to work for a caring, pleasant, cheerful boss (leader) rather a brash, cold, impersonal one. In today's "politically corrected" environment it is necessary to take into consideration others' feelings when in the position of leadership. Would it be unexpected if a harsh verbal correction these days be considered the unimaginable "bullying" tactic? Probably. So, it is worthy of conversation to discuss this shift and how it impacts the overall objectives of leadership.

Yukl describes a few guidelines for supporting:

• Show acceptance and positive regard.
• Provide sympathy and support when the person is anxious or upset.
• Bolster the person's self-esteem and confidence.
• Be willing to help with personal problems.

Granted, acting in a mentor/coaching role is a prolific aspect of leadership. We are to make others around us better, right? We are to be positive examples of our organization's mission statement and purpose. And, we are to support our subordinates... but to what extent? When is the line crossed from being supportive and being seen as weak and un-authoritative? 

For example, I served in the United States Navy. There are many directives lately that focus on a more "kinder, gentler Navy" where some of the "old" methods of leading with an iron fist is no longer acceptable. Chiefs have had to relearn their tactics when administering "leadership guidance" and can be held accountable for verbally and physically reprimanding junior Sailors. The culture of the Navy has effectively shifted towards what Yukl describes as "Supportive". The shift in doctrine is shifting from the far left (old, harsher ways of leadership) to the far right (caring, supportive leadership). But how has this effected our Sailors and overall mission?

If you boil down the Navy's purpose it would be to provide a well trained and formidable naval fighting force. When action is needed the Navy must be able to respond with instinct and discipline. Sailors must follow order unconditionally or others may face grave consequences. These core values are learned from day one in basic training where a civilian is broken of civilian habits and reformed into an order following, chain of command respecting Sailor. The leaders in basic training have this tough job to prepare the future Sailors for their roles and purpose in the greatest Navy the world has ever known. It would never have been conceivable for a Recruit to be able to stop instruction, raise his/her hand and voice their opinions that they may feel the instruction is too harsh, mean, or cruel. In today's "kinder, gentler Navy" a recruit can now submit a grievance as to their treatment that can result in an investigation into the leaders methods. If the recruit feels as though they were treated a little too rough they can now effectively say "hey, I don't like the way you talked to me Mr. Chief". what will happen when this Sailor is faced with a "life or death" situation and is under severe pressure to perform?

On one hand I can understand the need to be attentive to your subordinates feelings and personal issues. We as leaders should be in tune with our juniors, but not at the expense of the mission. Once the word is out that a leader will stop what they are doing to "reduce stress by showing appreciation, listening to problems and complaints, providing assistance when necessary, expressing confidence in the person, doing things to make the work environment more enjoyable, and buffering the person from unnecessary demands by outsiders" the purpose of the leader has effectively shifted (Yukl, pg.64). 

On the other hand, I believe there is a time and a place to lead and a time and place to nurture. Sometimes it is important to have stress in the work environment. I believe it creates that sense of urgency to succeed. There should be expectations to be met, and these expectations should provide the push needed to be a little better each day, and when the objective is complete there should also be time to regroup, praise and recognize, and rebuild your followers in a personal way. A boss has got to be respected as being firm but fair, unwavering yet considerate, harsh and understanding. There has to be a balance.

In conclusion, a leader must be able to wear many hats in today's environment. There has to be some balance in being stern and supportive. We have a job to do and a prescribed way to do it, and this takes discipline. We also have people we are responsible for and they have needs of their own, which we must be cognizant of to be effective. As a leader in my organization I find it a constantly shifting balance of being supportive and also pushing my employees to be better. Positive change hardly ever comes without its share of challenges. Being supportive, developing subordinate skills, and recognizing the efforts of those who are led are important aspects of being a leader, but so is getting the job done. It takes a balance.

JP