A511.1.3.RB - Two-Way Street

It seems that it is nearly impossible to identify a universal definition of the term leadership.  The word has been defined in numerous ways, and has been the subject of debate regarding what principles are encircled by its meaning.  Northouse (2016) defined leadership as “a process whereby an individual influences a group of individuals to achieve a common goal” (p. 6).  However, the influence that is exercised is not always linear from leader to follower. In the leadership process leaders both influence, and are influenced by their followers.  Northouse indicated that leaders and followers “must be understood in relation to each other,” and that they “are two sides of the same coin” (p. 7).

About three years ago my organization hired a new director of operations.  The man who was appointed to the position was an experienced leader. He had spent his career in the United States Air Force as a helicopter pilot, had earned two master’s degrees, and had advanced to the rank of lieutenant colonel.  He and I got along very well from the moment we met, and I quickly learned to respect him as a leader, but even more so as a good person. I knew that he deserved my trust. He is different than other leaders we have had within the organization in the past.  Previous leaders had always seemed impersonal to me; they tended to use command and control techniques, and I felt intimidated to speak with them.

As a lead pilot I am responsible to oversee the activities of the pilots that are stationed at my base.  About a year ago, one of the pilots at my location made a serious mistake that could have led to a catastrophic accident.  Luckily no accident occurred, but the event was processed through our internal investigation board and it was determined that he was at fault. The director of operation called me on the phone one afternoon and mentioned to me that he was really struggling with how to handle the situation and what the appropriate consequences were.  He was unable to decide whether or not the pilot should be terminated as a result of the oversight. I remember that he asked me, “do you think he can be salvaged?” I stayed quiet for a few seconds, pondering on the question.  I responded that I felt that he could be salvaged. I indicated that I would take an extra special interest in him, ensuring that his flight planning was accurate and that he understood the applicable regulations, policies, and procedures.  As a result of that discussion the director of operations decided to retain the pilot, and have him go through retraining to ensure that he was proficient and confident enough to perform the job safely.

I believe that one of the most important ways that a leader can increase his or her ability to influence followers is by developing a relationship with them.  However, the opposite is also true; as a leader develops a relationship with his or her followers, a sense of trust is engendered and the follower’s influence with the leader is increased.  Trust in a follower increases as he or she demonstrates competence and integrity. Winston and Patterson (2016) stated that,
As experiences produce observations with positive, and expected, outcomes and as observations of the leader’s credibility results in greater faith in the future, outcomes of the leader’s intention to behave, the followers’ level of trust grows. Likewise, if experiences do not produce expected, credible outcomes, then the followers’ level of faith in the leader declines (P. 26).
Of course, the converse is also true; as a leader observes the decisions a follower makes trust is developed.  

References

Northouse, P.G. (2016). Leadership Theory and Practice (7th ed.). Los Angeles, CA: Sage.

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