Respectful Leadership

Respectful Leadership Makes a Difference

Monte Reid
February 11, 2012


Abstract
This paper provides an overview of research concerning the importance of
respect exhibited by leadership and its impact upon constituents in their
relation to each other and organizational goals. Based upon research done
in both the healthcare and industrial segments, and involving several
thousand participants from around the world; we can identify what respect
is in an organizational setting, how it is gained, and what impact it has
on the lives of individuals and their relationships to fellow workers,
leadership, and organizational goals. Further, the research provides an
understanding of the relationship between shared respect and the values
exhibited by the leader. The research identifies certain characteristics
that can be developed and encouraged within inspirational leadership in
order to foster team members that truly care about not only corporate
goals, but also about their fellow teammates regardless of geographical and
cultural boundaries. Finally, the paper suggests how respect may be used to
empower, motivate, and foster the greatest asset of the organization - its
people.

Respectful leadership makes a difference
Most people want to feel accepted and loved. We want to feel that we
have something to come with or that we "get it right" in our lives from
time to time. We want to feel that we have qualities in our lives that
others would appreciate in their own lives. This need for self-respect and
the respect of others has been shown in several studies to be essential to
the success of teambuilding and the achievement of corporate goals (Bamford-
Wade, A., Moss, C., 2010; Brandt, M., 1994; Joshi, A., Lazarova, M., Liao,
H., 2009; Quaquebeke, N., Eckloff, T., 2010). In order to develop the
respect needed in an organization that will foster commitment, job
satisfaction, self-worth, and alignment to corporate vision; it is
important to identify exactly what respect is (Quaquebeke, 2009), where it
originates, what it is dependent upon, and what it is able to accomplish.
According to the research represented in this paper, respect is vital not
only to achieving corporate goals, but also to healthy relationships both
inside and outside the workplace.
What respect is
Research by Niels van Quaquebeke (2010, p. 343) reveals that
respectful leadership may drive many positive organizational consequences
and is highly desired by employees; yet it is a rare experience for many.
He defines respect as a person's attitude toward other people, in whom they
see a reason to justify a degree of attention or a type of behavior that
would warrant appreciation or value in them as a person. He differentiates
between "appraisal respect" for a person's accomplishments and skills, and
what he deems "recognition respect" involving a message of equality
(Quaquebeke, 2009, p. 424). Although the core messages of these two kinds
of respect are different, both increase an individual's feeling of self-
worth. Mary Ann Brandt in Caring Leadership: Secret and path to success
(1994) explains that while caring leaders expect dedication and commitment
to excellence, they recognize that excellence and perfection are not
synonymous. It is evident that caring leaders continue to recognize the
individuality of their constituents in order to foster autonomy and
creativity while being team and results oriented.
How respect is developed
In an article providing an overview of current and past care theory,
Brandt (1994) offers suggestions as to the betterment of respectful
caregiving based upon real situations and emphasizes that attention must be
given to the needs of both leadership and subordinates. She says, "The need
to provide caring for the caregiver can not be ignored (p 68)." She also
indicates that caring leaders exhibit a habit of establishing processes
that are characterized by exchanges, interactions, and open communication
with each constituent. Since employees are the greatest assets in any
organization, it follows that it is essential to see the uniqueness,
importance, and potential of every individual in the light of justice and
respect. Great leaders see the individual.
This line of thought is backed up by Quaquebeke (2009) who reminds us
that recognition respect does not see other human beings as a means to an
end, but as an end in themselves. Good management is largely a matter of
love; caring for people and not manipulating them. Excellent leadership
involves hard work and the courage to act upon conviction and change as
necessary. Brandt also writes about the leaders role in accepting
responsibility for the quality of results and for the quality of life for
their constituents as they educate, motivate, encourage, and work to ensure
both job results and job satisfaction. It is clear that continual
improvement will take place as leaders and subordinates honestly
communicate about their shared work and goals. This open communication
should be seen as an investment in employees and the beginning of success.
In two, large online surveys exploring a ranking in general work
values and how they relate to leadership, research from 2010 by Quaguebeke,
Zenker and Eckloff identified 19 characteristics of respectful leadership.
These were: Trusting, Conferring Responsibility, Considering needs,
Maintaining distance, Appreciating, Being error-friendly, Granting
autonomy, Acknowledging equality, Promoting development, Being open to
advice, Accepting criticism, Excavating potential, Seeking participation,
Taking interest on a personal level, Being reliable, Being attentive,
Supporting, and Interacting friendly (p. 347). The survey surmised that
"interpersonal respect between leaders and their subordinate's is highly
relevant for productive cooperation in organizations" and it would seem to
be even more so where there is a strong reliance on committed and team-
minded employees (Quaquebeke, 2010, p. 345). De Cremer (2003) also
concluded that respect for leadership is often more powerful in fostering
vertical and horizontal cooperation than monetary returns.
Research also points to the importance of inspirational leadership on
geographically dispersed organizations. In a 2009 research involving over
700 employees and a global organization; Aparna Joshi, Mila Lazarova, and
Hui Liao published their findings in Getting Everyone on Board: The Role of
Inspirational Leadership In Geographically Dispersed Teams. In the report,
they highlighted the role of the inspirational leader and the importance of
her/his character in developing trust among constituents. This thought is
also echoed by Mary Ann Brandt (1994, p. 72) where she emphasizes that
personal integrity is an essential ingredient of caring leadership, and is
"the quality that the organization recognized and valued" when they
entrusted the person with leadership. She also indicates that when combined
with the understanding of personal autonomy and freedom, a leader's
integrity will inspire team member trust in the leader's decisions.
Therefore, personal integrity is closely tied to respect and trust. It is
this trust "capital" that a leader uses in rallying geographically and
culturally dispersed subordinates around a vision. (Joshi, 2009)
What respect can accomplish
Quaquebeke (2010, p. 344) indicates that an organization's commitment
and adherence to rules can be improved if its representatives demonstrate
respect in their treatment of others within that organization. Modeling the
right behavior and values is essential and when people feel valued and
appreciated by their leaders, they are motivated to do their best. It
follows that if the right people are in the right place in the
organization, this will inevitably result in a greater achievement of
corporate goals (Brandt, 1994). Likewise, being treated with respect has
been shown to evoke an increased degree of group-serving behavior in
individuals' in-role and extra-role organizational behavior. A competent,
confident, and committed workforce will exhibit transformational leadership
as it embraces continuous learning and expresses respect for each other.
Quaquebeke (2010, p. 344) also points out that respected people seemed to
be less concerned for their personal image and were prone to become engaged
in efforts to improve the group's image if it came under threat.
A caring team exhibits confidence and commitment to one another and to
corporate goals. Quaguebeke (2009) indicates that interpersonal respect has
a direct impact on the work ethic of employees. As leaders show respect and
model the desired behavior and values, subordinates reciprocate. Further, a
2010 study entitled Transformational leadership shared governance: an
action study by Bramford-Wade showed the value of creating ownership and
equality to contribute to a culture of efficiency. In practice, the
implementation of transformational leadership concepts can provide a
sustainable change process for the organization. Without a doubt, respect
brings change. There is clear evidence of the correlation between
respectful leadership, follower development, and the attainment of common
goals.
Another result of respect can be found in geographically dispersed
teams where inspirational leaders prove to be a significant predictor for
trust and respect among team members. In situations where teams are
geographically dispersed, technology-mediated communications are not
completely successful in motivating team members to achieve collective team
goals. It is essential in such a context that leaders can inspire to create
identification among team members. Leaders who model a clear set of values
and provide the means of expressing these values within the framework of a
team effort, help subordinates identify and derive a sense of direction
from the leader's message. When the leader can cast a compelling vision,
empower team members, and energize the team; great things can happen
(Joshi, p 241). Further, whereas one might believe that geographic
dispersion might weaken the development of a shared context and reduce
informal and spontaneous communication essential for developing community
among team members, a clear and strong vision will transcend both culture
and geography. Although trust and communication have long been thought to
be the first victims of geographic dispersion, researchers now understand
these variables can be what actually hold the organization together.
Conclusion
In this paper we have identified what respect is and how it can
impact the relationships among leaders, subordinates, and organizational
goals. We have seen that while caring leaders do expect dedication and
commitment to excellence, they also recognize that excellence and
perfection are not synonymous as they strive to recognize the individuality
of their constituents in order to foster autonomy and creativity. We have
also looked at how leadership characteristics can promote respect within an
organization and how the interpersonal relationship between leaders and
subordinates is highly important in achieving corporate goals. Further, we
have seen how a leader's personal integrity is closely tied to respect and
trust, and how this trust capital is used to span geographical and
culturally dispersed teams as it inspires and calls to a common vision.
This, in turn, creates ownership, empowerment, job satisfaction, and
community.
It is important to understand that while authority carries power, it
also bears a responsibility to foster an atmosphere of collegiality that
will encourage a harmonious workplace. A place where interaction may be
taken at face value and not be scrutinized for hidden agendas (Brandt,
1994). Without mutual respect there can be no honest exchange.
Leadership sets the bar of respect among workers and in order to change
organizational practices, values must first be changed. Respectful
leadership and followership is directly correlated to the subordinates'
identification with the leaders, their appraisal of respect for leaders,
their job satisfaction, and feeling of self-determination. The more they
feel respected by their leader the more they will be open to following
their leader. This fact alone indicates the incredible amount of potential
that lies dormant within many organizations.

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