D. Role Interactions—Results
1. It should be obvious by now that the Equalitar-ian—Critic
interaction will be the most successful in accomplishing
objectives. However, that is not to say that the other role
interactions will not be successful. If an individual recognizes the
characteristics of an interaction, then it is possible to focus
more attention and energy on the goal and spend less time dealing
with the interaction. It should be noted that as the role players
concentrate on the goal, they will display more of the positive
characteristics and fewer of the negative ones.
2. It has been shown through studies that the subordinate's response
style will affect the superordinate's style. Additionally, the
super-or dinate's style can play a major role in determining the
3. It should also be pointed out that managers who display
flexibility in role assumption will be more successful in dealing
with their subordinates than they would be if they "locked"
themselves into a singular role.
4. The two disastrous combinations are the Authoritarian/Rebel and
the Permissive/Ingratiator. In both of these instances, it is
difficult to develop a constructive interaction and the likely
result will be termination of the subordinate.
5. It is possible to operate successfully as an Equali-tarian or
Critic with any of the other roles. The key here is that the
Equalitarian must give equal parts of POWER and OBLIGATION while the
Critic must be careful to only accept equal parts of POWER and
Multilevel Role Interactions
A. Figure 2 depicts a multi-level interaction model based on a
typical organizational chart. The model allows us to recognize the
superordinate and subordinate roles of each individual in the chain
of command. The example in Figure 2 identifies successful downward
communication based on complementary roles interacting.
B. By recognizing the preferred or required superordinate/
subordinate roles in the chain of command, it is possible to
predict the dynamics of communication and when there will be
C. The requirement placed on us as professionals is to recognize
styles and communication patterns that interact with us and then
manage them, as well as our style, in order to accomplish maximum
Job success is dependent on our ability to interact with our leaders
and our followers. It is also critical that we follow as well as we
lead. With the information presented, each of you should be able to
determine your preferred operating styles (superordinate and
subordinate) and recognize the matches and mismatches that will and
do occur in your organization. Also recognize that while you have a
preferred style, it is sometimes necessary to adopt another style in
response to a boss's style or a follower's style. Developingyour
ability to adapt to changing interactions is essential in order to
reach the "point of objectivity." Keep in mind that knowledge is
power and you now have the knowledge.
For balance of this article, click on the below link:
Lean Manufacturing Articles and go to Series 02
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