Reflection Paper #2 – Supervisor/Subordinate Relationships

The readings in Sias (2009) Chapter 2 on Supervisor-subordinate relationships

highlighted the functions of such relationships: leadership, information exchange, feedback and

appraisal, mentoring, and power and influence. These relationships are actively negotiated, and

are described by the Leader-Member Exchange Theory (LMX). There are three stages of

supervisor-subordinate relationships: stranger, which grows to acquaintance and then can

develop to a maturity stage. Relationships progress to different levels depending on the socially

constructed communications between the parties. Factors that influence this are: ability,

personality, similarity (similar demographics such as race and gender, and commonalities in

attitudes towards social issues increase liking) and dissimilarity (where dissimilar personality

types and opposites in cognitive styles are also shown to increase liking), and communication

where power distance is minimized (Sias, 2009).

We also read Jameson’s (2001) study on Narrative discourse and management action.

Her study detailed the use of narrative within organizational hierarchy. The reasons narrative is

used and the effects of narrative vs. argument, the two primary means of coming together to

create common understandings. Narrative seems to better deal with complexities; it can be used

as a tool in creative problem solving both up and down the hierarchical chain.

Both readings encouraged me to focus on power, image and messaging up and down the

hierarchical structure. In my professional experiences, I have always viewed myself as someone

who is “different”, as a Northern female in a male dominated Southern business environment, I

first became aware of being responsible for creating my image, one that would be unique,
different from the role models available at that time to me. I was working at a regional stock

brokerage firm where almost all women were secretaries. I got a job, got my foot in the door,

and came in and decided within minutes on my first day to act and be more like management. I

adapted my gender persona to align more closely with male characteristics and created a

narrative that supported my business construction: I told everyone I couldn’t type, I allocated

my time to emphasize planning and marketing issues, I supported my supportive boss

unconditionally, I delegated paperwork and “secretarial” activities to other support personnel,

and I created a new area of expertise within the Firm and was able to do it by adapting to the

existing systems of power and dominance. It was, quite honestly, a dance. I led with my

individual financial certifications and my supervisor’s strong support, and adjusted how I was

within the traditional organization, with the goal of creating and gaining a unique role within the

larger organization. I reached out to the sales people, to people who were hierarchically parallel

to me or “beneath” me (if I was to see my job as “corporate”). If I could impact their

(salesperson’s) success, I could use this to support my narrative and would gain stature and

validation as a result. This was a trial-and-error, a strategy-without-a-plan-strategy, a gut level

approach. Jameson’s (2001) discussion of narrative informed me in hindsight. It allowed me to

understand my use of narrative in this strategic career planning. I added my unique narrative to

the noise of the day. It, too, was noise, but over time, with results and support from a person of

power, it became entrenched.

I believe that how you portray yourself, the confidence you show, the support I was able

to gain/negotiate from a power base within the Company, and the push-back I gave to the

traditional Company narrative all worked together in gaining me a different status within the
organization. I have always viewed myself as “different”, here is a situation where “different”

made a difference.
 References

Jameson, D.A. (2001, October). Narrative discourse and management action. The Journal of

Business Communication, 38(4), 476-511.

Sias, P. M. (2009). Organizing relationships: Traditional and emerging perspectives on

workplace relationships. Thousand Oaks, CA: SAGE.