Leading Subordinates
Professional development is relevant for the workers themselves, for the organizations, and, in a more macro view, also for the countries. In this sense, this chapter aims to discuss the influence of leadership in the professional development of subordinates, pointing out the importance of leadership performance. To achieve this goal, research results are presented on the relationship between leadership and professional development of subordinates.
Research in the field shows that professional development is directly related to the day-to-day activities of workers and should be part of a broader process of continuous learning, which results both from formal and informal learning actions. The debate proposed for this chapter considers that professional development is more directly related to the combination of cognitive, affective, and behavioural processes that involve learning than the specific results of certain formal or informal learning actions. Thus, we discuss how the relations established with the leadership in the work environment can influence the professional development of the subordinates besides the type of learning provided to the workers. This discussion can shift the focus of research—currently cantered on learning modes—to a focus on leadership practices for skills development and the consequent career progression of subordinates.
5.1 Professional Development
Professional development is directly related to the day-to-day activities of workers and should be part of a broader process of continuous learning. Professional development corresponds to the growth and maturation of the knowledge, skills, and attitudes acquired throughout the workers’ lives, as a result of formal and informal actions of learning at work.
The literature indicates the relationship between formal training, learning at work, and everyday learning. Therefore, different forms of formal and informal learning at work are related to the development of human capital, and they are seen as complementary. The professional development process also involves the experiences and personal experiences that characterize the learning throughout the career.
Professional development is therefore associated with the acquisition and development of competences involving cognitive, affective, and psychomotor processes. As a result, there are constant changes in terms of Knowledge (to know), Skills (know-how), and Attitudes (knowing how to be).
It must also be considered that the process of professional development involves different stakeholders (workers, organizations, and society) and can be driven (pusher) or braked (barriers) by a set of contextual elements (job opportunities, type of organization, support received from peers and managers, characteristics of the socioeconomic environment, etc.), individual elements (initiative, dynamism, courage to risk, determination, resilience, etc.), or relational elements (network, work teams, etc.). Figure 1 summarizes different aspects related to the professional development process.
Figure 1
5.2 Leadership Skills and Relationships with Your Subordinates
The essential thing in organizational leadership is that the leader’s style pulls rather than pushes people on. A pull style of influence works by attracting and energizing people to an exciting view of the future. It motivates by identification, rather than through rewards and punishments.
In most jobs leading subordinates is a key aspect of your leadership. You can help to set the standards and values for their work. You can enable them to give of their best. You can grow future leaders.
Leading subordinates is the easiest form of leadership because you have more power to influence what happens. It is also easier because they are more likely to be looking for leadership than are the other people with whom you work. You have your own experience to draw on as a guide to what to do and what not to do, while remembering that your subordinates may differ from you.
As a manager, leader or supervisor, a great importance is your ability to lead, manage, supervise and motivate your subordinates / staff – the people under your purview – effectively.
The following tips will help you improve your leadership skills and relationships with your subordinates and get stronger supports from them.
Be Fair to Everyone
Treat each of your subordinates / staff fairly and respectfully. Some people are by nature more likable than others, but as a supervisor, you have to avoid even the slightest hint of favouritism; be fair to everyone. You may have to be flexible in your leadership style for each of your subordinates.
Develop Everyone
Everyone is unique. Each subordinate has his / her own strengths and weaknesses. So, work on developing the abilities or the potentials of every employee. Don’t overlook the need to provide any necessary resources and training needed by the employees to do the jobs. By doing so, they will perceive that you care for their well-being. In return, they will be more respectful to you and hence, work better.
Know and Like Your Subordinates
Learn the individual strengths and weaknesses of the people you supervise. This will aid you in assigning tasks on the basis of skills rather than at random. It will make them feel good working with you.
Show Continuing Interest in Your Subordinates
Show continuing concern in your subordinates by providing feedback on their performance regularly – not just at performance evaluation time. Be honest whether they are doing well or bad. This means, giving praise when it deserved – not when it isn’t.
Criticize with Care
Be diplomatic whenever you criticize any aspects of an employee’s performance. Never jump to any judgment or conclusion without thinking first the consequences of your critics. So, be tactful to your subordinates at all the time. They will surely appreciate you for being a considerate leader/manager.
Be Flexible
Be flexible in dealing with employee’s concerns. Going strictly by set procedures won’t always give you the flexibility you need to resolve individual performance. So, always use your good common sense.
Give Simple Directions
Give simple, but specific job directions at any time you assign a new task to a worker. Make things not so difficult in the eyes of your subordinates even if it is in actuality a challenging task. This will make them feel good and confident doing the jobs assigned to them.
Defend Your Subordinates
Defend your subordinates against unfair criticisms; be with them. Make them think and feel that you are a reasonable or supportive leader / manager / supervisor.
Be a Coach – Not a General
Remember! You are at work, not at war. So, be loyal to your subordinates as well as to the company / organization / employer. Include subordinates in the decision-making process whenever feasible. You can also show your leadership qualities by working to obtain promotions, pay raises, and awards for deserving employees.