Subordinate Leadership
Subordinate Leadership
Getting help from Above
Jane Doe
Texas A&M University
When thinking of leadership, we generally think of an individual who holds a rather dominant or superior position in a certain field and is able to operate a high degree of control or influence over others, particularly people working below them. We are continuously learning and understanding different attributes that define a leader and we are more often seeing that leaders have to work with people above them as well. An individual may at times find themselves needing to persuade their superiors to back up a project. When subordinates need the authority of people above them to put their certain plan into effect, the political outlook on leadership takes on an outstanding significance thus making the subordinates the leaders. Getting help from above isn’t easy and requires not only persuasion and capabilities of negotiation but the ability to exhibit how a project meets the needs, wants and longings of someone’s superior(s). Exercising this perspective of leadership is called “subordinate leadership.” Kenneth Ashworth defines subordinate leadership as “seeking help from those who can indeed make changes happen because you will not have the authority, power, or position to get them done yourself” (Ashworth, p. 63) or simply, getting help from above. Subordinate leadership doesn’t seem to get very much acknowledgement and may not even seem to be a form of leadership to some people. Ashworth mentions early on in the chapter to basically study your superiors and find out their wants and needs and then find a way to fulfill those wants and needs. In order to further establish this you must develop a followership and make people want to follow you to do what you would like for them to do in order to advocate your cause or idea that you have. Fulfilling the satisfaction of those individuals who you want to follow you (your superiors) is
Getting help from Above
Jane Doe
Texas A&M University
When thinking of leadership, we generally think of an individual who holds a rather dominant or superior position in a certain field and is able to operate a high degree of control or influence over others, particularly people working below them. We are continuously learning and understanding different attributes that define a leader and we are more often seeing that leaders have to work with people above them as well. An individual may at times find themselves needing to persuade their superiors to back up a project. When subordinates need the authority of people above them to put their certain plan into effect, the political outlook on leadership takes on an outstanding significance thus making the subordinates the leaders. Getting help from above isn’t easy and requires not only persuasion and capabilities of negotiation but the ability to exhibit how a project meets the needs, wants and longings of someone’s superior(s). Exercising this perspective of leadership is called “subordinate leadership.” Kenneth Ashworth defines subordinate leadership as “seeking help from those who can indeed make changes happen because you will not have the authority, power, or position to get them done yourself” (Ashworth, p. 63) or simply, getting help from above. Subordinate leadership doesn’t seem to get very much acknowledgement and may not even seem to be a form of leadership to some people. Ashworth mentions early on in the chapter to basically study your superiors and find out their wants and needs and then find a way to fulfill those wants and needs. In order to further establish this you must develop a followership and make people want to follow you to do what you would like for them to do in order to advocate your cause or idea that you have. Fulfilling the satisfaction of those individuals who you want to follow you (your superiors) is