This week’s readings focus on the value of building a support network that constructively reinforces you throughout your tenure as a leader. Specifically, the author talks of the mutually reinforcing relationship between vulnerability and good, supportive relations. That is, when one is authentic through openness about their vulnerability they enable forging good relations, which consequently enable further authenticity and comfort with being vulnerable. Let’s consider this at the general level of the workplace for all employees and not just for leaders as good relations and support networks are important for everyone.
What are the barriers posed by organizations through their stakeholders (e.g., team supervisors, leaders), structures (e.g., chain of command, programs), norms, etc. that stand in the way of employees realizing psychological safety, exposing their vulnerabilities, and forming constructive and mutually reinforcing relations with others (i.e., their peers and leaders)? In other words, what contributes to this guardedness among employees that does not enable them to realize the relational support that enables positive work outcomes and self-determination in the end?
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