Supportive leadership: a genuine driver of performance at work

We are talking more and more about supportive leadership in the world of work. Not only have remote working and the constraints of the pandemic forced us to rethink the way we manage, but the new generations are loudly expressing their desire to place meaning and people at the heart of the business.

But what does supportive management mean?

First of all, the definition of benevolence refers to "a state of mind inclining one towards understanding and forbearance towards others". Applied to management, this does not mean saying yes to everything and living in a fairy-tale world. On the contrary, we believe that it is above all about taking responsibility, cooperating, building a fair basis for collaboration and showing a certain managerial courage. Supportive leadership involves managerial behaviour centred on healthy interpersonal relationships that incorporate notions such as respect, empathy, trust, autonomy and the freedom to innovate.

Is supportive leadership at odds with performance?

At first glance, one might think that supportive leadership is incompatible with the challenges companies face in meeting their profitability and profit targets. And yet, even with a supportive management style, the objective remains the same for any company: output and performance. Because without a profitable business, there are no jobs. Supportive management is simply one way of achieving that profitability.

We could therefore say that supportive leadership sits halfway between the requirements of the company and the needs of the team.

​What are the links between supportive leadership and performance?

Through the various assignments that Valeur Plus delivers, as well as through our own practice, we observe that putting in place a policy of supportive management gives rise to a virtuous circle that places employees in good working conditions and generates greater motivation and engagement.

It is easy to imagine that, with a demanding and restrictive manager, employees would readily tend to become demotivated, or even disheartened, and would no longer put in any effort. As a result, the objectives would be at serious risk of not being met.

Conversely, a manager who listens, encourages, makes themselves available and shows understanding would naturally create a climate of trust, conducive to their team's fulfilment. Moreover, healthy, constructive and open relationships would make employees more motivated, confident and accountable. The upshot is that they would deliver more effective, higher-performing work.

By adopting a supportive posture, the manager creates a genuine driver of performance for the company, because they can:

• Reduce staff turnover

• Reignite creativity and innovation

• Increase engagement and motivation

• Improve team performance

And what if performance were also a factor that fostered the development of supportive leadership? One of the most powerful tools for helping employees to progress and perform is, without doubt, feedback. Combined with stimulating challenges and clear, motivating objectives, these managerial tools enable individuals to improve continuously, to contribute to the company's results and to flourish personally.

We are convinced of it: supportive leadership serves performance, and vice versa.​

How can you adopt a supportive management style?

Remember, supportive leadership is the balance between the requirements of the company and the needs of its team. However, for supportive leadership within a company and a team to be lasting, three elements are, in our view, essential: being supportive towards oneself, reciprocity and clarity.

Indeed, you cannot be supportive towards others if you are not first supportive towards yourself. Just like the oxygen masks that drop from the ceiling in the event of cabin depressurisation on an aircraft in flight, everyone must first put on their own mask before trying to help others. The same is true of supportive leadership.

We then encourage you to ensure that supportive leadership is reciprocal and clear by explaining the approach and the ground rules, by adopting a collaborative and inclusive posture and by setting boundaries.

Here are a few avenues for developing supportive management:

• Involving your teams day to day and delegating

• Encouraging transparency in exchanges

• Giving regular feedback

• Setting stimulating objectives

• Showing trust and offering encouragement

• Remaining attentive and available

As we know, questioning managerial practices does not happen overnight. It is a long-term process that requires strong commitment, and even a new way of organising work that moves towards greater collaboration. It is important to find the right balance, and Valeur Plus is here to support you on this journey.