During my time working as a volunteer in one Non-Government Organization, I had the opportunity to work in different departments with the objective of acquiring diverse skill sets. This means that I had to work under different supervisors. For the three months that I volunteered, I happened to work under three different supervisors. I am lucky because all these supervisors I worked under had different personalities and, hence, different leadership styles. This experience allowed me to note that there are diverse personalities in the workplace and that we have to learn how to tolerate all of the different kinds of people.
Out of the three, only one of them was the motivating kind of supervisor. He would constantly check on the progress I was making and make an effort to analyze every work I was doing make necessary corrections when needed. As for the other two supervisors, they only did what was required of them and did not go the extra mile to see how I was fairing on. Although I felt more endeared to the motivating supervisor, I, later on, affirmed that all of them did their work as required. However, I got closer to the motivating supervisor because he showed his willingness to help me improve. For example, the supervisor helped me point out my greatest weakness, which was that I had a problem delegating duties to others and wanted to handle everything on my own. He delivered the feedback like a coach would. This was a favorable attribute from him. On the other hand, I noticed that all of them struck a balance between being friendly and being authoritative. This helped them establish formal relationships with their juniors.
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In my opinion, I learned more from the motivating supervisor than I did from the other two. Although people have different leadership styles, I think motivation should be a common factor in all leaders (Bellé & Cantarelli, 2018) . Every supervisor should be taught on how to go the extra mile in ensuring that those they are supervising feel comfortable and become willing to learn from them.
Reference
Bellé, N., & Cantarelli, P. (2018). The role of motivation and leadership in public employees’ job preferences: Evidence from two discrete choice experiments. International Public Management Journal , 21 (2), 191-212.
