A511.2.2.3_EllisMark Supportive Behavior

Supportive Behavior 

A511.2.3.RB

Mark A. Ellis

ERAU Worldwide MSEM

Supportive Behavior

As a leader within the United States Army, it is part of my duty as an officer to utilize and maintain a supportive behavior.  My duties as an advisor to senior coalition officers, Afghan leaders, and as a leader of my subordinates require the use of supportive behavior for me to be successful.  I believe consideration as the most import behavior because it creates a relationship and comradery necessary within the combat arms career field.   Consideration is more than doing favors for peers and subordinates, it requires listening and providing feedback positive or negative.  It is taking advise from leaders, peers, and subordinates in an effort to improve ones self, the working environment, and the team.   I am not a perfect leader, I strive to become better and through my own use of consideration I am open to suggestions from all levels.  I provide supportive feedback to peers and the counseling subordinate Soldiers to help them to become better leaders.

There is a need for a relations oriented behavior within the military.  This is because of military’s combat nature, where the primary concern is increasing mutual trust and cooperation among the organization’s team members to accomplish tasks and missions.   However, of all the supportive behaviors, the use of participative leadership is very ineffective in the military especially in combat situations because there is no place for democratic hierarchies in a top down driven combat environment.  I have experienced the impact of leaders who do not empower subordinates and micromanage the organization.  The most common result of this type of leadership is slower accomplishment of tasks and in some cases failure.   What helps subordinate leaders is a clarifying leadership behavior, when senior leaders provide feedback as written in this week’s text “The purpose of clarifying behavior is to guide and coordinate work activity and make sure people know what to do and how to do it.  It is essential for each subordinate to understand what duties, functions, and activities are required in the job and what results are expected (Yukl, 2013, page 59),” in my experience is leaders are more successful with their subordinates and assigned tasks when a clarifying behavior is employed. 

When considering subordinates and peers, my objective is to be supportive and honest.  I have learned as written, “Due to the considerable position power of most managers, subordinates are especially sensitive to indications of acceptance and approval (or rejection and criticism).  An outburst of anger, harsh criticism, and personal insults are stressful regardless of the source, but especially when the source is someone who has considerable position power (Yukl, 2013, page 64), is extremely important.  My actions as a leader directly impacts subordinates and although not mentioned in this week’s studies, my actions can also impact my peers and supervisor.  If am an unsupportive supervisor who makes harsh inappropriate remarks, discourage or demine subordinates, it could lead to a filed complaint or judicial actions that will impact my organization and tarnish the image of its leadership.  My focus based on this week’s studies is to develop my subordinates, peers,  and myself through mentorship, supported career opportunities, and continued learning through supportive leadership behavior.

Reference:

Yukl, Gary, (2013), State University of New York, Albany, Leadership in organizations 8th Edition, Pearson Education, Inc.