We have all worked for managers who were very assured in the manager – subordinate relationship. If they wanted to talk to you, they called you into their office. If they wanted you to do something, they told you what it was they wanted you to do, probably when to do it, and possibly how to get it done. They were very much into reaffirming both with you and with themselves that they were the boss.

That type of situation and management practice will have a tendency to reduce the interaction, and flow of information upwards to the manager. Since subordinates opinions will seem to carry less value, they will eventually stop being offered. This type of management structure will be successful only if the manager is never wrong. I think it has been a long time since the last infallible person was on the planet.

Leaders must remember that they are part of the team. Everyone in the organization will know that they are the manager. There are normally all sorts of announcements and group meetings to introduce and reinforce this fact. The leader should however make sure not to set themselves so far apart from, or position themselves to be the superior to the rest of the team.

A good leader needs to adapt themselves to interpersonal requirements of the situation, but still be able to be the leader. Being able to deal with and talk to the team on a peer basis will be key. Inviting, respecting and acting on opinions other that your own will assure that you will continue to get good advice from the team. Phrasing requirements in the form of a request and using please will probably get more things done quicker than shorter, direct orders.

At least that is what I have found to work well, with the possible exception of anything I ask my kids to do.