My First Supervisor
In the last two years, I worked as an intern at a Telecommunication company. Throughout the period, I was assigned to a specific supervisor who helped in teaching and directing their activities. I strongly believe that my supervisor was a good verbal communicator. In the opening of a conversation, he was positive and created a good impression that enhanced the success of additional communication. The start of a conversation or discussion is important to the success of the entire communication process. In addition, the supervisor was an effective listener in which was crucial in promoting communication. Effective listening allows concentration to understand my ideas correctly. At all times, the supervisor tried to avoid all distractions as possible to support communication. The supervisor was good at questioning me on the various aspects in my work setup. Questioning was a strong verbal communication skills that sought to obtain information, evaluate a person’s understanding, and seeking support. Most important, the supervisor was effective towards reflecting and summarizing the issues discussed in the conservation. Summarizing helped to promote the review and agreement of communication.
In addition, my supervisor was a good non-verbal communicator due to the use of non-verbal gestures during the conservations. During the conversations, you could see him nodding head, warm facial expression and maintaining eye contact. Such non-verbal cues were important in allowing for openness during conversation. This promotes the success of communication between us as well as increasing understanding of the different aspects. The non-verbal communication aspects sought to encourage the participation of other people in discussion. It also helped in reducing shyness among themselves. Most important, it sought to reduce fear and give reassurance of the critical points. Therefore, my supervisor was a good non-verbal communicator.
On the Other hand, he was very good manager due to the success of the organization. Based on the nature of the employees, I realized he was a very good manager. The employees were hardworking, productive and effective in enhancing the performance of the origination. This helped to realize that he was good manger. Also, I noted most of the employees were exceptional in terms of professional qualifications and commitment. Most important, he was able to create a strong and good relationship with other people around the organization. The relationships were based on trust and engagement, in which was beneficial to the organization. Other aspects indicating that he was good manger includes the ability to delegate work to other employees, increasing the morale of the employees, managing teams, and valuing the contributions of every individual in the organization (Leonard 87). He was also good at managing meetings, writing good reports and guiding negotiation and problem solving meetings.
Managing and leading is different in the various organizational settings. In spite of his good management abilities, he was still a good leader. The supervisor had a strong personality, courage and clear goals to be successful. I noted that he encouraged teamwork in the organization relevant in driving organizational success. Also, the supervisor had a sense of taking responsibility of the actions performed by other individuals in the organization. Good leaders usually take the overall responsibility of the success or failure of the organization. The ability to communicate effectively also indicated a major aspect of good leadership in the organization.
Based on his leadership, I can record that the supervisor adopted the transformational and adaptive style. The leadership style usually involved the employees in the decision making of the organization. Thus, the supervisor consulted us on our ideas and thinking on the different organizational projects and aspects. The transformational leadership style is suitable in supporting improved performance in any organization.
Leonard, Edwin. Supervision: Concepts and practices of management. Boston, MA: Cengage Learning, 2012. Print.