B. Role Interactions—Non-Complementary
1. Permissive—Ingratiator. This relationship is characterized by
constant acquiescence to tasks. Since obligation is the focus, all
responses are positive with no questions being asked. The
participants in this interaction are both subjective which tends to
create high levels of emotion.
The leader in this relationship has a low level of trust for the
subordinate. When the only news one hears is good, we begin to get
suspicious. Also present is a high level of tension and not much
activity. The subordinate will likely end up as a scapegoat.
2. Authoritarian—Rebel. Everything in this relationship is
power/status related. Subjectivity is the rule with frequent clashes
over responsibility. When the Revel is "put down" he will likely
become passive aggressive and do damage "underground."
Both participants in this interaction view success as zero sum. That
is, one must lose for the other to win. The Rebel constantly faces a
high probability of termination.
C. Role Interactions—Negotiating
1. Equalitarian—Ingratiator. The subordinate's response is always
positive and this can cause credibility problems. The Equalitarian
must be selective in task delegation or the subordinate will accept
anything assigned. There tends to be a high degree of tension as the
Ingratiator supports his facade.
The objectiveness of the Equalitarian is distorted by the follower's
subjectiveness. Likewise, the leader must be aware that blind
obedience on the part of Ingratiator transfers accountability back
to the leader. One must also note that Ingratiators are recognized
as passive Rebels.
2. Equalitarian—Rebel. The Equalitarian must be careful in this
interaction. There can be no opposition with authority or
appeasement with permissiveness if success is to be realized. The
Rebel must be shown that rewards only come with the acceptance of
Both parties will exhibit little trust and the Equalitarian will be
reluctant to propose solutions because no accountability transfer
will take place. The way to the Rebel is to appeal to his sense of
3. Authoritarian—Critic. This interaction places the Critic in a
high stakes gamble since the leader's style is to assign. The Critic
must identify pitfalls and needs, and convince the Authoritarian
that these must be dealt with. There will be a major issue of
accountability in this relationship.
The attitude of "I may not always be right, but I'm the boss" will
prevail. In most instances, failure of the Critic will result in a
lose/lose situation, which the Authoritarian seldom recognizes.
4. Permissive—Critic. The Critic in this situation will be offered
the opportunity to make decisions for the boss. This can be very
dangerous as Permissive leaders can quickly change to
Authoritarians. It is necessary for the Critic to push the decision
making back to the boss.
The Critic will not lose in the short term, but over the long term,
the Permissive may abdicate and leave the Critic holding the bag.
This can be fatal.
To be Continued
For balance of this article, click on the below link:
Lean Manufacturing Articles and go to Series 02
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