The first impression of my future boss(es)

Surprise has never failed to ceases in my life.  Yet most of them are positive ones.  That's the good thing. One day after I had been informed of the prospect department I will be working with, I received very friendly and supportive emails from my future bosses.  I was very touched by their kind words and warm welcome.  They might have no idea how much their words mean to me and how much they affect my perspective towards my future career. It might be too soon to say that their gesture really makes me want to go back to work for them and the organization my very best. Initiating the communication and making employees feel connected to them by being casual and treating an employee as if he/she were their family member is such a great way to welcome and set a positive tone/attitude for the new employee.  I feel very motivated to go back to work with them and for the organization as a whole.


Well, the first email I got was from the Director of my department.  He welcomed me by introducing himself who he was and welcome me.  He told me to call him by his nickname.  No need to address him as Director or even Dr.   This is a huge thing for me and for Thais as Thailand is categorized as a high-power distance country, which can contribute to an authoritative leadership style.   I have witnessed this kind of leadership since I was in primary school particularly from our teachers.  


Teachers can play a role of a transformational leader since they can bring changes to an individual's life through their extensive knowledge and their if-not-better-but-broader outlook towards the world (according to their seniority and the life experience they have had compared to their students').  There is a saying that a teacher is our second parent. The teachers tend to hold on to their title and the position power they have.  According to French and Raven (1959), position power is one of the two major kinds of power.  It is the power, including legitimate, reward and coercive powers,  that a person derives from a particular office or rank in a formal organizational system.  The influence capacity derives from having higher status than the followers.  We had to obey the rules.  Disagreement or even an argument is discouraged; such manners are considered disrespectful.  Such leadership style does hinder creativity.  Unfortunately, many Thais carry this ingrained behavior through their adulthood and in workplace both as a role of a leader and a follower.  We tend not to question authorities since we have a mindset to respect those with power and authority with high regards.  


Although I might appear to be obedient and quiet, deep down there was rebellious feeling inside.  I personally felt I was coerced to obey what my teachers taught or told me.  Hence, this leadership style does not work on me and I have a tendency to stay away from a leader or an organization that encourages that kind of leadership.  Furthermore, I will not develop this kind of leadership traits and behaviors and impose on my followers or coworkers. It is the leadership that disregards emotional needs and intrinsic motivation of the followers.  Ostensibly in some situations where the crisis is heightened and an immediate decision has to be made, the authoritative leadership might be required. 


Back to my future boss.  He makes me feel he is willing to be my coach and mentor as I expressed my concern on the not-so-relevant classes I have taken.  He told me I would be fine and strongly believed in my capability.  Moreover if I have any question regarding the function, structure and objectives of the department, feel free to ask him.  His caring behavior did reassure me that my prospect organizational culture is not going to be bureaucratic and hierarchical like I had imagined. I am not very used to working in a highly bureaucratic environment.  I read some of articles about him, his works and initiatives he has implemented for the organization.  He seems to be a very visionary and charismatic leader.  So far I look up to him and feel that he has demonstrated emotional intelligence and personal power (influence capacity a leader derives from being seen by followers as likable and knowledgeable, French & Raven, 1959).  

At this point, I believe that I will learn a lot from him and I will try my very best to bring out my optimal performance for my organization.  The first thing I can do for now before I go back to my country to work is doing as much research on the ethics and morality in organizations as much as I can to understand more about this issue.  I would like to know what other organizations in other countries like the US handle this issue, how they reinforce the code of conducts and make sure the employees carry out the ethics and committed to integrities of the organization.  I have found quite a number of articles and studies on leadership and ethics and would like to share with you.  Reading is one of the means for my leadership development process.  The articles I have found so far are as follows:

• Corporate Codes of Ethics: Necessary but Not Sufficient                                                                                                                               Webley, S., & Werner, A. (2008). Corporate codes of ethics: necessary but not sufficient. Business Ethics: A European Review, 17(4), 405-415. doi:10.1111/j.1467-8608.2008.00543.x
• Effectiveness of a moral and benevolent leader: Probing the interactions of the dimensions of paternalistic leadership                                                                                                                Chun-Pai, N., An-Chih, W., & Bor-Shuian, C. (2009). Effectiveness of a moral and benevolent leader: Probing the interactions of the dimensions of paternalistic leadership. Asian Journal of Social Psychology, 12(1), 32-39. doi:10.1111/j.1467-839X.2008.01267.

References

French, J.R., Jr., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power. Ann Arbor, MI: Institute fo Social Research.