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Conformity to a Supervisor; Is I Beneficial?

Autor:   •  December 1, 2018  •  1,903 Words (8 Pages)  •  50 Views

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When agreeing with the statement “overall, employee conformity to their supervisor is beneficial” there is a case in debating that if the supervisor is not a good leader conformity will be far from beneficial. In terms of a supervisor or manager there are many different types you may say, for instance Daniel Golemann, a well-known psychologist and author, came up with the 6 types of leader – 1) The pacesetting leader 2) The authoritative leader 3) The affiliative leader 4) The coaching leader 5) The coercive leader 6) The democratic leader. When a supervisor is a coaching leader they develop they look to build a relationship and develop future success from employees. This type of leader attempts to create an environment where the worker and supervisor relationship is free flowing and a very good way of managing. “What determines the conformity of a subordinate to the orders of his superior? In a more general theory, based on Lewin's constructs, we have distinguished five bases of power that might lead to such conformity: legitimate, coercive, reward, referent, and expert power (French & Raven, 1959). The theory focuses on P, the person being influenced by the other person, 0. Two previous experiments demonstrated that the overt behavior of P conforms to the orders of O when this superior has legitimate power over P and when he has coercive power” (John r p french, jr, h william morrison, 1950)

In terms of conforming within a business arena, studies have been conducted into what conformity will lead and what the opposite will do, this journal article discusses it well. “Past research observed that firms face pressures to be different and to be the same. By differentiating, firms reduce competition. By conforming, firms demonstrate their legitimacy. Both reduced competition and legitimacy improve performance. This paper begins building a theory of strategic balance by synthesizing the differentiation and conformity perspectives. The theory directs attention to intermediate levels of strategic similarity where firms balance the pressures of competition and legitimation” (David l deephouse, 8 February 1999Full )

Through researching and learning about the systems that businesses and management organizations use to create successful operations I find there is a common theme and that is a repetitive system employed to ensure workers complete their jobs to a high standard. This all comes through conforming to the businesses ideas, values and character. Throughout this essay I have covered why I believe that employee conformity to supervisors is beneficial and the reasons behind this belief is explained. Conformity, within an organization, to supervisors offers a system of work that is relied upon and trusted producing results that are measurable and achievable. The basis of business in today’s society is process, and to follow this process we must conform to the business and its supervisors leading to overall organization success.

Tim Burke


David l deephouse, D. .L. .D. (8 February 1999Full ). To be different, or to be the same? It’s a question (and theory) of strategic balance. To be different, or to be the same? It’s a question (and theory) of strategic balance, Volume 1(1),

Erica van de waal, christèle borgeaud, andrew whiten, E. .V. .W.,. .C. .B.,. .A. .W. (26 Apr 2013). Potent Social Learning and Conformity Shape a Wild Primate’s Foraging Decisions. To be different, or toPotent Social Learning and Conformity Shape a Wild Primate’s Foraging Decisions be the same? It’s a question (and theory) of strategic balance, Volume 1Vol 340, (1Issue 6131, pp 483-485), .

John r p french, jr, h william morrison, J. .F. .J.R.,. .H. .W. .M. (1950). COERCIVE POWER AND FORCES AFFECTING CONFORMITY. COERCIVE POWER AND FORCES AFFECTING CONFORMITY, Volume 61(1Issue p93 - 101),

Nicholas a hays, N. .A. .H. (september 2015). Power and legitimacy influence conformity. Power and legitimacy influence conformity, Volume 60(1Issue p17 - 26), .

Nichola ladany, N. .L. . (14 september 2014). The Ingredients of Supervisor Failure. The Ingredients of Supervisor Failure, Volume 70(Issue num 11)

Robert crowson, R. .C. (1938). Peabody journal of education. Peabody journal of education, Volume 8(Issue 5), .

John fisher, J. .F. (2008). How to Run Successful Employee Incentive Schemes . How to Run Successful Employee Incentive Schemes , Volume 3(1), .


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