How can we, as leaders or managers, expect our subordinates to help us achieve our hopes and dreams for the organization if they aren't even sure where we're leading them?
Kotter argues in his book Leading Change, a critical and unfortunately often-missing part of strategic direction is the ability of managers to sufficiently convey their vision to subordinates.
The results strongly suggest that physician executives' communicator style preferences are affected by whether or not they like or dislike the subordinates they are attempting to persuade.
According to Rubin, managing subordinates is one of the most singular responsibilities of physician executives.
Step 2: Each subordinate completes the form and seals it in an envelope marked confidential and addressed to the executive who will use the information.
If, for some reason, a subordinate chooses not to rate a supervisor, feasibly a blank form could be submitted, but this has never occurred in Union Gap.
Physician executives in this investigation were significantly more likely to rely on the "softer" strategies of reason and friendliness to persuade a subordinate
who communicates in an attractive than in an unattractive style.