Reference the research of Gail Fairhurst (1993). Discuss how her findings might apply to you and your superior-subordinate relationship with a professor

What will be an ideal response?

Fairhurst found that supervisors in high to medium leadership-exchange relationships
sought to minimize power differences through the following communication patterns:
· Value congruence: interaction that demonstrates similarity in values.
· Nonroutine problem solving: creatively approaching problems.
· Insider markers: indicators of group membership such as inside jokes.
· Support: explicit and implicit markers of social and professional support.
· Coaching: aiding the subordinate in mastering a particular skill or concept.
Fairhurst also identified four communication patterns that supervisors used to maximize
power differences in out-group relationships:
· Performance monitoring: consistent checking of work and progress.
· Face-threatening acts: communication characterized by criticism and rebuke.
· Competitive conflict: use of interruptions and nonsupportive statements.
· Power games: arguing for the sake of arguing.
It is interesting that several of the behaviors used to minimize power differences in LMX
relational types are supported by the communicative organization model (particularly
support and coaching), while those used to maximize power differences in SX
relationships seem to violate the demands of the model. The CO model encourages the
use of the behaviors on the former list in all organizational relationships, however, not
just those marked as LMX. It would seem that engaging in behaviors found in the latter
list would only serve to reduce employee satisfaction and performance, an effect that
would benefit personal or organizational ends.