Professor Northouse, (2015) suggests in his book that leadership is the one of the most valuable commodity in the world of business. Northouse presents the different arguments on leadership in his book. According to him, many researchers believe that large corporations interpret the role of leadership in two different ways. One group of people believe that it is a personal behaviour or trait whereas the other believes leadership to be a perspective of information processing or a multi-dimensional complex procedure. According to Mutlu, (2014), the definition of leadership has varied from person to person and from expert to expert. On the other hand, Hocine et al., (2014) classifies leadership qualities into various parts various types like cultural, ethical, transformational, supportive and instructional leadership.
Supportive leadership is a form of leadership which ensures the mental empowerment of the subordinates in an organisation (Schmidt et al., 2014). According to Chemers, (2014), the supportive leadership process is considered efficient when there is the need to retain the top performers within an engineering organization, so that they do not leave the organization. In his book, “An integrative theory of leadership” mentions that in supportive leadership, the leaders do not monitor and order the sub-ordinates every detail about the work. Rather, the leaders try to enhance their performance through the process of work. However, in terms of technical departments, this form of leadership becomes very instrumental.
Phillips and Phillips, (2016) stated that the Path Goal theory supports the fact that the Supportive leadership is the process of reducing the stress of the employees in the workplace. Supportive Leadership is a leadership style which is developed forms this theory. However, the book also states that the leadership depends on culture and working environment. For example, the managers of technical departments try to find ways that will help in improving the performance of the organizational engineers. This leadership will not only be inducing the positive sentiment of the staffs, but will also be improving the affinity of the managers as well as the process of identifying the engineers that are considered an asset for the Technical Compliance Department (Feldman, 2013).
Supportive leadership is considered being the behaviour of the organizational managers towards supporting the job of the subordinates (Hackman and Johnson, 2013). Chemers, (2014) mentions the four traits of the supportive leadership in his work. Firstly, it is concerning the feelings and requirements of the staffs. Secondly, it is encouraging the engineers in raising their concerns. Thirdly, it is praising the achievement of the employees and giving a positive feedback to them. Fourthly, it is assisting them in improving their skills of job within the Technical Compliance Department (Chemers, 2014). The supportive behaviour of the managers will be increasing the awareness of the engineers regarding their self-determination and proactiveness for their job (Zhang et al., 2014). For instance, the supportive behaviour regarding a job is to provide task-orientation assistance that is guiding and motivating the subordinates to work hard and complete their in-role job within an organization. (Carasco-Saul, 2015).
According to Chemers, (2014), Retention is the effort for maintaining a working environment that will be supporting the current employees to stay with the organization. Retention of the top performers starts with the recruitment of the right talent at first. According to Chemers, (2014), the best performers will be considered being the most effective contributors. Similarly, staffs that are considered appropriate regarding a position and are performing effectively will be having the desire to stay with the company. Moreover, to further discuss regarding the process of retention, it can be stated that at the time of the talent acquisition process, companies will be identifying the potential top performers through the analysis of the required abilities and experiences (Zhang et al., 2014). Companies are having the requirement of the appropriate tools and technology for their managers to undertake higher-quality decisions to hire and do the effective recruitment towards retention. In this regard, the managers are required having the clarity regarding the competencies needed for becoming successful, and then base their decisions to hire from the development of their criteria for success depending on the top performers (Chemers, 2014).
According to Popli and Rizvi, (2016), after a new engineering candidate is hired for the technical compliance department, the major responsibility in respect of talent retention is shifted to the manager. This point of view actually elaborates the role of the manager towards directing, guiding, and evaluating the staffs. However, this trait also displays that the Management of individuals will be requiring easy accessibility towards better information, facts, as well as data.
In this context of a research, it can be stated that employee retention is significant since recruitment process is not very easy and there occurs the spending of a significant amount of time to hire the candidates and getting them ready for facing the challenging works of the technical compliance department and getting them acquainted with the corporate culture (Popli and Rizvi, 2016). In a qualitative study of employee retention, Davis, (2013) argues that the supportive leadership not only induces the positive emotion of the engineering staffs, but also indicates the recognition and affection of the managers towards the employees. This displays that the engineers that are influenced by supportive leadership will be considering it as their responsibility towards supporting the work of the managers, having a lasting association with the supervisor, and working hard towards accomplishing the in-role job. They are also participating in a positive manner regarding the decisions of the manager, providing direct information and complimenting their seniors in the interpersonal relationship within the Technical Compliance Department (Davis, 2013). However, Winkler et al., (2015) states that the supportive leadership will be improving the effectiveness relating to work and the employee’s performance as well as promoting their eagerness towards keeping a long lasting association with the company. For instance, the engineering staffs within an organization will feel the necessity to perform their in-role work effectively and making complete use of their consumer’s knowledge for providing information support regarding the decision of the managers.
Some of the tools that provide assistance regarding ongoing feedback, alignment of goals and coaching as well as development within the Technical Compliance Department are considered being just-in-time and on-demand information, which can be used easily (Cloutier et al., 2015). When such tools are provided by the organizations for their managers, there occurs the strengthening and improvement of the partnership amongst the managers and the engineering staffs (Rodriguez, 2014). According to Cloutier et al., (2015), when this occurs, the engineering staffs are having a feeling of value when they are seeing the relation within their work and the departmental and organizational success and as a result, they feel more productive for the organization.
Supportive leadership is playing a crucial role in improving the performance of the engineers by taking into consideration two essential work related factors, which are information and rewardism (Northouse, 2015). The information regarding the mission of the organization and information regarding performance are essential to empower the staffs. However, when the employees are lacking in information about where the company is heading towards, then the staffs will not be having a sense of being involved (Rodriguez, 2014). In addition, due to the lack of performance information, staffs will not be having the idea how effectively they are being able to perform that is primary to the reinforcement of a sense of being competent. Another essential factor to get empowered is an incentive method for rewarding the performance of the employees (Kar and Misra, 2013). Rewards that are based on performances might be recognizing and reinforcing competencies of the engineers (Shields et al., 2015)
The managers can undertake an effective role in employee retention by practicing the following aspects such as, recruitment, socialization, training and development, compensation and rewards, supervision as well as staff involvement (Mehta, Kurbetti and Dhankhar. 2014). All these aspects are strongly influenced by supportive leadership.
Firstly, the evidence is suggesting that recruitment practices are influencing the turnover in a strong manner (Mehta, Kurbetti and Dhankhar, 2014). The evidence showcases that the new applicants face a lot of challenges. The research of Mehta, Kurbetti and Dhankhar, (2014) showed that the new applicants are presented with a practical previewing of job at the time of recruitment. This will be having a positive influence on retaining the new candidates for the Technical Compliance Department. Holding, Meir and Zhou, (2017) stated in their research that a managerial lens is essential during the recruitment process.
Secondly, in respect of socialization it can be stated that, turnover is mostly occurs within the new staffs (Kar and Misra, 2013). In their article Kar and Misra, (2013) argue that the practices regarding socialization whose delivery occurs through strategic on boarding and program regarding assimilation will assist the new applicants in becoming embedded within the organization and will therefore get interested in staying with the company. However, Bryant and Allan, (2013) states in their research that such practices should be include the shared as well as individualized experiences of learning, formal and informal activities that will be assisting the individuals in getting to know each other and the assigning of more trained staffs as role models in respect of newly employed staffs. These aspects of learning and formal and informal activities are part of supportive leadership (Schmidt et al., 2014).
Thirdly, Kar and Misra, (2013) states that according to the methods of training and development, when the staffs are not provided with scopes for continuous update of their technical skills, they will be more interested in leaving the company (Kar and Misra, 2013). This is a major problem in a company with ill equipped training and development program.
Fourthly, in accordance to Bateh, (2014) the aspect of training and development of the employees are often not provided with the scope towards continuous update of their abilities. In such a situation they are more interested in leaving the organization.
Fifthly, in respect of compensation and rewards, levels of pay as well as satisfaction are only unpretentious predictor’s regarding the decision of the staffs towards leaving the organization (Bateh, 2014). Nevertheless, it is observable that the organization is having three probable strategic aspects such as, leading the market in relation to compensation as well as rewards, tailoring the rewards to individual requirements in a pay structure that is person-based and explicit linking of rewards to the aspect of retention.
Sixthly, in respect of supervision, there has been the suggestion of various studies that is stating that reasonable treatment by a senior was the most significant factor that is determining the aspect of retention (Anitha, 2014). This will be leading an organization towards focusing on the supervisory and management growth as well as building of skills regarding communication.
Finally, the engaged staffs should have job satisfaction, they should enjoy their work and the company they are working in. They should believe that their work is having the significance. Anitha, (2014) states in her research that among 700 research samples the majority of the employees have supported the transformation in the working conditions. According to the employees majority of them stated that they require better conditions to work in.
Therefore, supportive leadership is assisting in building and maintaining an efficient interpersonal association regarding employee retention and performance. Interpersonal association can be defined as a relationship between two employees or the manager and the employee (Ollier-Malaterre, Rothbard and Berg, 2013). A manager who is understanding and friendly regarding the staffs will be more interested in winning their friendship and loyalty (Anitha, 2014). When an organizational manger is practicing supportive leadership, the employees will be having additional satisfaction with the manager of the company and with their individual works as well. Supportive leadership can do the enhancement of their performance and their characteristic regarding organizational assistance will be influencing staff involvement and finally, the performance (Oladapo, 2014). Casimir, (2014) conducted a research on this context, it can be stated that the supportive leaders will be showing acceptance and positive consideration in respect of other employees, being polite and understanding, and not having arrogance and rudeness. Treating every staff as an individual and remembering significant details regarding the employees. Having patience and providing assistance while providing instructions or clarifications. Moreover, providing compassion and assistance when an employee is suffering from anxiety as well as expressing confidence in the employees of the organization when the task is very challenging are the duties of the leadership. Also, providing support regarding the work when it is required and having the willingness to assist other employees who are facing crises at work (Kashyap and Rangnekar, 2014).
Supportive leadership assists the managers in an organization. He plays an important role in defining the organizational vision, which encourages the retention of the employees as they also try to relate themselves with the various aspects of organizational growth (Hocine et al., 2014). But, while doing this, it needs to be ensured that the vision of the manager provides a roadmap in respect of the staff. Then it is important to provide the staffs with what they are requiring and by paying attention to their requirements, will create sense of attachment among the employees, which will be making them more loyal and trustworthy to the company. Again, in this respect it needs to be noted that there should not be any assumption that all the engineering staffs are having every tools, training as well as assistance they need from the seniors. Another very essential aspect towards improving the performance of the employees is associated with communicating effectively and frequently (Sokmen, 2015). Troy et al., (2014) and his collaborators discussed the effective techniques through which an engineer can improve himself at work. The most essential way of working for an efficient engineer is to communicate in an effective manner. Popli and Rizvi, (2014) discuss the aspects which plays an important role in an engineer’s professional life. Having a better communication as a cultural aspect, where a manager and engineering staffs are sharing collective objectives as well as working collectively for meeting them will be able to give the organization the much needed enhancement (Popli and Rizvi, 2016).
To conclude this assignment, it can be stated that supportive leadership will assist the managers of an organization in improving the skills and talent of the engineering staffs and assist them in improving their overall work performance. This will also assist in retaining the employees within the organization. Supportive Leadership supports the managers in clearly defining the company’s vision, which encourages the retention of the employees, as they will also be able to relate themselves with the various aspects of organizational growth.
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