About the interrelation between the behaviour, and the authority gradient, teamwork, and safety, you can read here:
1. Submissive, Assertive, and Aggressive Behaviour
First, we will look at possible characterisations, the advantages, but also the disadvantages of three types of behaviour, namely submissiveness, assertiveness, and aggressiveness. Then, we will explore which of the three is preferred one in most situations. We will also reflect on situations in which we might show submissive or aggressive behaviour and what might trigger or prevent such a demeanour.
1.1. Characterisations, Advantages, and Disadvantages of the Three Behaviours
1.1.1. Submissive Behaviour
Some colleagues we meet at our workplaces have difficulties to voice their own thoughts, concepts, and ideas, but also concerns and to defend them in a team discussion. Rather, they agree to what others have said. In addition, they even accept tasks which they cannot fulfil in the given amount of time. Some people tend to adopt this submissive behaviour due to the perceived need to please other team members and their manager, especially in situations in which they feel stressed or put under pressure.
The often unconsciously perceived advantage is that one can get along with these colleagues easily. However, what will happen when their brilliant ideas or their legitimate warnings are overlooked? This might cause the team potentially substantial disadvantages.
1.1.2. Assertiveness
Some of our colleages excel in absorbing facts, numbers and figures, which they then use to draw their logical conclusions. Others are great at forming their opinions quickly and to connect them to their value concepts. Whilst some take their time to reflect in-depth before presenting their answer, others act quickly and with great confidence. When not stressed, all ot them are capable of contributing to the team with assertiveness and argue for their solutions.
Of course, these contributions are advantageous. However, as feelings are not the foremost concern when people act assertively. We need to be aware of them nonetheless and we should try not to hurt the feelings of others whenever this is possible.
1.1.3. Aggressiveness
When someone is overly aggressive, he or she may not listen to others´ logical conclusions, opinions, creative ideas, or even their expression of feelings. When people, who tend to show aggressive behaviour, are stressed, they are perceived as intimidating. This holds especially true when they are lecturing others, preaching their opinions, or ordering their team members about. They might also withhold the help which their team members need from them, set others up to fight against each other, or blame others for mistakes they have made themselves.
Showing aggression might be beneficial when a group has to defend their lives against a dangerous attack from the outside. Aggressive behaviour within the team will intimidate most team members, at least to some degree. It takes much courage and a strong personality to withstand the threats which an aggressive person displays. Hence, contributions will not be made freely, not to mention the constructive management of threats and errors.
1.2. Which Behaviour Is Preferrable in Most Situations?
It is best to create an atmosphere in which all team members feel secure enough to add their ideas and contribute with their actions. This means that everyone in the team should feel that it is alright not only to explain own ideas and concepts, but also to defend them with assertiveness. Of course, weak points of a concept should be discussed constructively, without turning the idea down right from the start.
If assertiveness is the accepted behaviour within a team, everyone can communicate his or her rights and expectations, but also difficulties and learning points. It is important to note that acting with assertiveness means to respect the rights of others at all times.
1.3. When Are People Likely to Show Submissive or Aggressive Behaviour?
Here, we will look into cicumstances in which people who mostly act with assertiveness might show submissiveness or agressiveness.
1.3.1. Adopting Submissive Behaviour
Some people tend to exhibit submissive behaviour when they are intimidated, stressed, feel uncertain, or believe that there is social pressure to act in a certain way. In addition, the need to show conformity can provoke submissiveness.
A submissive behaviour is less likely when people feel encouraged, when they know what the expectations are and at what level they are currently performing. For some it is even important to feel welcomed as the unique persons at their workplace and to feel accepted the way they are.
1.3.2. Adopting Aggressive Behaviour
Not everyone will be able to act aggressively under a threat, such as an attack. Aggressiveness is one way to escape it. According to their personality, some people tend to show an aggressive demeanour when they are seriously stressed. This can happen when they don´t have the time or the awareness to look after their own needs.
2. How Steep Is the Authority Gradient?
In this subchapter, we will define the authority gradient, before looking at its possible shapes. It is important to note that there are cultural differences concerning the authority gradient and how hierarchies are established.
2.1. The Authority Gradient Between the Team Leader and the Team Members
2.1.1. A Steep Authority Gradient
The authority gradient describes the gradient of power between managers and their team members. In clearly defined hierarchies, the authority gradient is steep. The leader makes the decisions and takes the responsibility for them. He or she might not listen to the team members´ contributions to the extend in which this happens in flatter hierarchies.
In a team with a steep authority gradient, the team members might fear their leader, which will inhibit them to contribute. They may lack the feeling that the team is a safe space for them.
2.1.2. A Team With a Flatter Hierarchy
When the hierarchy is flatter, the team leader exerts less authority. Rather, he or she will discuss decisions with the team members and will value that they take responsibility for the tasks within their scope of their current state of development.
In any team, an atmosphere of safety, mutual respect, and trust are of utmost importance. Only when these preconditions are met, every member of the team can unleash his or her full potential, which will enhance the overall perfomance of the team.
2.2. How Is Authority Established and Perceived?
What gives a leader the authority? It is the definition of the role as such, but more important are the leader´s experience, his or her knowledge, skills, and attitude. According to the study by Dr Sunnie Giles, the participating leaders from 15 countries consider it important that a leader sets and communicates the expectations and the common goals precisely.
Other crucial aspects include that leaders should be good listeners and they should have high ethical and moral standards. In challenging situations, they should stay calm. Furthermore, they should be open for feedback and willing to discuss their team members´ prospects. These are only some of the vital aspects. Taken together, the leaders have a complex role and they have to meet high expectations.
2.3. The Consequences of Role Ambiguity in a Shallow Authority Gradient
In a team with a shallow authority gradient, the team leader should still communicate the roles, tasks, and expectations clearly. This is necessary to avoid that team members are unsure about their responsibilities, or the extend to which they are allowed to use resources, including financial ones. Tasks might be executed twice by different team members, or not at all. Neither underachievers nor overachievers will benefit from vaguely defined expectations.
When using CRM, we as a team have valuable tools at our disposal to ensure that our teamwork will yield a superb result, even if the authority gradient within the team is small.
3. Leadership Styles, the Authority Gradient, and Behaviours
In Management, but also with respect to PCMdifferent leadership styles are described. We will look at them here and explore, to which of those we can assign which behaviours. We will also relate them to the authority gradient.
Autocratic Leadership Style
- top-down approach, orders are given by the team leader, he or she makes the decisions
- little opportunity to discuss ideas, etc.
- a steep authority gradient
- the teamleader might be aggressive, but this is not automatically the case
- the team members may be more likely to show submissive behaviour
Democratic Leadership Style
- ideas and opinions are discussed by the team
- mutual trust and respect are more easily established
- the authority gradient is smaller
- the team leader and the team members are more likely to show assertive behaviour
Benevolent Leadership Style
- in this leadership style, the team leader treats the team members like an extended family
- in addition to business themes, also personal topics will be discussed
- a shallow authority gradient
- the behaviour adds human warmth to the assertiveness, which some members welcome, whilst others prefer not to mix their private and business lives
Laissez-faire Leadership Style
- a team leader who uses this style will provide little direction and let the members carry out their work the way they prefer
- the authority gradient is very shallow
- the team members may act assertively, but they might also feel uncertain about the expectations
4. Leadership, Authority, Behaviour and Team Performance
In this subchapter, we will uncover how team performance is linked to leadership and the authority gradient highlighting the most important aspects. In doing so, we will continue our contemplations from subchapter 3.
4.1. Possible Team Behaviour and Performance Under Autocratic Leadership
If the team members want to get their point across in a discussion with their team leader, they will need a strong personality, great arguments and persistence. They need to be fearless and stand their ground firmly. Still, they might not obtain their manager´s approval.
This alone consumes much energy that could be spent on the completion of the actual tasks and many other areas of teamwork. The stress, which such constant fighting causes, may lead to frustration, declining commitment, and even mistakes.
Team members who tend to be submissive in such circumstances might feel that they lack the opportunity to develop their ideas and career prospects.
4.2. Possible Team Behaviour and Performance Under Democratic Leadership
We have already established that this is the leadership style which suits many team members best. It is beyond the scope of this article, to touch on individual leadership, where every employee is supervised in the way that he or she prefers. This requires much managerial, but also PCM knowledge and training.
It must be mentioned that the teamleader also needs to be assertive when errors or misconduct have to be explored and corrected.
4.3. Possible Team Behaviour and Performance Under Laissez-faire Leadership
In team in which a laissez-faire leadership style prevails, some team members might not perform at their best. Mistakes may creep in and threaten the safety margins.
Overachievers might work harder and harder as they cannot discuss the tasks and aims clearly. Furthermore, they might not receive the recognition they need for their hard work. This might trigger them to work even more, which, ultimately, may lead to stress and even a burn out.
5. The Quality of Teamwork and Safety Are Interrelated
Above, we have compiled, what behaviours may be shown during teamwork and how they can be intertwined with the authority gradient and leadership styles. We have also seen, how the combination of them influences our team performance. Below, we will discover the interrelation of difficulites in our teamwork and safety risks.
We will focus on selected aspects here. In subchapter six, we will elaborate what we can do about the outlined scenarios.
5.1. Stifled Contributions From Team Members
An overly autocratic leadership style and a steep hierarchy stifle the suggestions and constructive questions the team members have to offer. As a consequence, room for improvement might not be used and even mistakes may be made.
5.2. Important Speak Ups Might Not Be Heard
As speak ups might not be welcomed by autocratic leaders who show aggressive behaviour often, team members might behave submissively and not dare to speak up, even if they have noticed a serious threat or error. Subsequently, errors might be left uncorrected which may have even serious consequences regarding the safety of a course of action.
A leader, who tends to be submissive, might feel that he or she doesn´t possess the authority to assess the speak up, take decisive action and make a decision rapidly if necessary.
5.3. What About the Inevitable Mistakes?
How justly and constructively will errors be explored, sanctioned, and corrected in a team with a steep authority gradient led by an autocratic leader? If the leader has a strong sense of justice, he or she might still work according to the principles of threat and error management, TEM .
An aggressive leader might be more likely to quickly find a scapegoat and blame this team member. If that is the case, team members might be afraid of admitting their mistakes. Consequently, a constructive threat and error management won´t be possible in this team. Errors might go unnoticed, and important learning opportunities will be missed.
What will the situation be like if a leader lacks assertiveness and authority? Will team members report their mistakes?
6. We Maximise the Safety of Our Teamwork
Here, we will look at what we can do about the safety risks discussed in subchapter 5.2.
Team Members Shall Contribute, the Final Decision Lies With the Team Leader
Decades of using CRM have shown that a team benefits greatly when all its members feel safe enough to contribute with their full set of knowledge, skills, and attitude. Valuable thoughts, facts, and opinions are crucial, but someone has to make the final decision. Hence, it is important that any team has a designated leader and that all members know the scope of their roles. In addition, discussions and decision-making should still lead to results in an appropriate amount of time.
The Speak Up Should Always Be Respected
In CRM, this goes without saying. However, in some teams, and in many industries that don´t use CRM, a speak up is not the norm yet and it will take time to change this.
Dealing With Errors Like CRM Professionals
In the fifth generation of CRM, threat and error management has been introduced for a good reason. We should always create the trust, respect, and safety in a team that everyone needs to admit mistakes and take the responsibility for them. Furthermore, root causes of errors should be explored so that the entire team can learn from them after anonymisation.
7. Don´t Get Stressed in Advent
We might easily feel stressed when thinking about all the preparations we want to complete perfectly, and Christmas is approaching fast. However, shouldn´t we take the time to reflect, to be inspired and to simply enjoy?
In the next blog article, we will elucidate, how everyone can find the best ways to relax or delight the senses. Or would you even fancy some challenges as you hunt for Christmas presents? The tested tips and tricks will give all of us the energy we need to finalise our preparations with ease.
Author: Eva-Maria Schottdorf
Date: November 30th, 2023
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