...INTRODUCTION [pic] There is no leader without at least one follower. Yet the modern leadership industry, now a quarter-century old, is built on the proposition that leaders matter a great deal and followers hardly at all. Good leadership is the stuff of countless courses, workshops, books, and articles. Everyone wants to understand just what makes leaders tick—the charismatic ones, the retiring ones, and even the crooked ones. Good followership, by contrast, is the stuff of nearly nothing. Most of the limited research and writing on subordinates has tended to either explain their behavior in the context of leaders’ development rather than followers’ or mistakenly assume that followers are amorphous, all one and the same. As a result, we hardly notice, for example, that followers who tag along mindlessly are altogether different from those who are deeply devoted. In reality, the distinctions among followers in groups and organizations are every bit as consequential as those among leaders. This is particularly true in business: In an era of flatter, networked organizations and cross-cutting teams of knowledge workers, it’s not always obvious who exactly is following (or, for that matter, who exactly is leading) and how they are going about it. Reporting relationships are shifting, and new talent-management tools and approaches are constantly emerging. A confluence of changes—cultural and technological ones in particular—have influenced what subordinates want and how they...
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...Introduction This paper will highlight, in detail, my understanding of the concepts and theories of leadership and followership that I have learned over the past seven weeks. I will discuss what my former opinions were and what my ideas have transformed into after researching and explaining what makes a good leader and follower. Philosophy will also be discussed in detail and what I believe the actions one must take to achieve their goals. In this paper, I will also be discussing what my strengths are as a follower and a leader and where I still need to develop in both areas. Definitions of Leadership and Followership There are many ways to define what leadership and followership are. In Eddy and VanDerLinden’s (2006), they explain that...
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...Assignment Topic Two: Evolution, Leadership and Followership With the development of information technology, firms trend to decentralize power and empower employees. That means the companies are going from a top-down vertical pattern to a horizontal model. The evolutionary leadership theory (ELT) can explain well the phenomenon. Hundreds years ago, in China, the emperor concentrated all rights, for example, he can decide people’s life or death. Emperor was born, not made. Today, some companies’ leader is still like an emperor, they do not accept other people’s opinions when they make decisions. Particularly, after they succeed, they have a superiority complex and they think they are always right when they different opinions with others. Sometimes, I have the superiority complex because of more work experience. In my previous work, I am the leader of data team which is responsible for the maintenance on database. My team members are all newly hired, so they do not know much about our system, but they have high professional skills. Depend on the condition of my team members, I think they should follow my order for no reason. However, I made a mistake by the style of leadership. One day, one of my team member told me there is a code error in our system, I replied him immediately:” No, our system is perfect, it has been already operated trouble-free in two years.” After one month, our system crashed by the code error. From the study of the evolutionary leadership theory (ELT), I understand...
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...Discussion Board RE: Followership- Bystanders Definition: Followership can best be understood as having the willingness to follow a leader. Bystanders, according to Anita Satterlee’s book Organizational Management & Leadership are followers that, “observer from the sidelines and disengage from their leaders and their organizations. Bystanders may go along passively when it is in their self-interest to do so, but are not motivated to engage (p. 6).” Satterlee, A. 2013. Organizational Management & Leadership: A Christian Perspective. Raleigh, NC: Synergistics International INC. Summary: Jim Covel is the President of NAI (National Association for Interpretation and the senior manager of guest experience at Monterey, California’s, Monterey Bay Aquarium. In his article, “Leadership and “Followership”- We Can Learn a Lot from Sardines”, Covel uses his observation of sardines- “a school of 20,000 sardines”- to express the importance and often neglected concept of followership; “leaders and leadership are defined by the followers”, esteeming “followership as equally important to leadership.” In Covel’s article he is challenging the readers to understand that “leaders are only as effective as [their] followership allows”, stressing the fact that the “lack of good followership makes it much more difficult for good leaders to lead.” According to Covel there is a difference between sardines and human beings, and that is that sardines have a unique adaptation which...
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...The New Thinking on Followership and Leadership Philosophy The New Thinking on Followership and Leadership Philosophy Is good followership more important than good leadership? Followership is defined as the ability or willingness to follow a leader. Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes. Effective followers can develop productive leader behavior just as effective leaders shape people into good followers. The new thinking on followership and leadership philosophy is very important In my opinion, good followers are just as important as the leader. According to Daft, “without followers, there are no leaders.” (Daft, 2010, pg. 196) People are followers more often than leaders, and effective leaders and followers share similar characteristics. An effective follower is both independent and active in the organization. To be an effective follower, one must not be alienated, conforming, passive, or pragmatic. Most people think of followers as ‘yes-men’ but this is far from the truth. A good leader would not be considered a good or effective leader if his or her followers always agreed with whatever the leader said. Roger Adair states, “A follower shares in an influence relationship among leaders and other followers with the intent to support leaders who reflect their mutual purpose.” There are five levels of rationale that followers...
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...Chapter 9 Self-Assessment: Followership Styles Kelley proposes critical attributes that recognize exemplary and incapable followers. One of the traits is that followers focus on objectives within a large framework and decide on the role to perform at a specific time to expedite the accomplishment of organizational goals. An adherents' demonstration of commitment and duty to the organization beyond the individual level, separates them from ineffective followers. Additionally, compelling followers exhibits a desire to attain greater degrees of competency and regulate their endeavors to this that results in positive recognition from leaders. Another distinction between effective and ineffective followers is that the latter exhibit courage, honesty, enthusiasm, intelligence, and self-reliance. This is dissimilar to ineffective followers who withhold information, whereas effective followers contribute and share opinions, which is an advantage to the organization especially if certain issues are not covered. Overall, exemplary followers share all of the qualities of effective and successful leaders. Kelly’s concept of servant followership is regarded as an important contribution to organization behavior literature. This is due to his theory that “servant followership is more important than leadership” because the majority of people spend most of their time in subordinate roles rather than leadership positions. Kelly utilizers the term ‘exemplary’ to describe the ideal servant follower...
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...In formal organizations of several levels, the ability to follow (dynamic subordinancy) is one of the first requirements for good leadership. Being an effective follower is a testing ground for future leaders, a place where employees are closely observed to see if they exhibit potential for leadership (Newstrom, 2013). Thus, skillful performance in current roles unlocks the door to future leadership opportunities. Good followers, then, need to succeed at their own jobs while helping their managers succeed at theirs. With few exceptions, leaders in organizations are also followers, they always report to someone else. For instance, the president of a public firm or non profit organization reports to a board of directors or trustees. Thus, leaders must be able to wear many hats, relate effectively both upward and downward. Is important as it is for leaders to give something to their superiors and employees, they need validation from higher authority as much as they need support from followers (Newstrom. 2013). Effective followers are highly participative, critical and independent thinkers. They aren’t just "yes men," and good leaders appreciate that because they are confident enough to hear opposing views that help them avoid pitfalls. When leaders are willing to follow others who are more qualified to lead particular tasks, the probability of the success of the greater objective is higher. Being a good leader is often about being able to be a good follower...
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...Followership Sonia D. Smith Palm Beach State College Abstract Followership is important in order for a corporation to be successful. While the leader of an organization is an important role, a leader has to have followers to lead. This paper will look at what followership is defined as. It will also explore some of the demands on the effective follower and why effective followers are a critical resource for a leader. Followership One of the most important roles in an organization is followership. However, followership would not exist without trust and leadership. A leader is defined as one who “influences relationships among leaders and followers and who intend real changes and outcomes that reflect their shared purposes” (Daft, 2008). The two positions are entwined. Followers can shape a leaders behavior just like a leader can develop good followers. These roles are proactive and can work together to achieve the vision of the organization. In a time, not too long ago, followership meant to do as you were told and be quiet about it. Followers kept their heads down and did their job and did not ask questions. Recently, an employer’s expectations has changed for followers, and leaders are asking more from their subordinates than before. Everyone is or has been a follower at some time in their life. Even leaders have to have a followership role. For example, a supervisor on a production line has followers reporting to him/her. They in turn have to report to their...
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...Monica•Liu Reading Summary Followership: The theoretical foundation of a contemporary construct by Susan D. Baker The author Susan D. Baker of the article Followership: The theoretical foundation of a contemporary construct introduces the theoretical foundation of followership and gives a result of why leadership rather than followership is emphasized. She proves the points of the article by the following aspects: identifying the antecedents from which followership theory developed, naming early followership theorists and researchers and discussing their work, and identifying the common themes in their work. This article provides the missing foundation in contemporary discussion of the followership construct, because the author found that there were 6 followership survey instruments have been used in approximately 20 published different field studies, and these studies need to be assessed for their effectiveness and dedications to the field of followership. The findings from that assessment could provide a common base of understanding that could inform future research. In the beginning part of the article, the author looks back across a century of followership theory and introduces the origins about followership, and mentions that there is so much emphasis on leadership but little on followership. The article states that “the Great Men had their followers, troops, or devotees who followed in their footsteps, obeyed their directives, and faithfully mimicked their...
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...University of Florida Levin College of Law UF Law Scholarship Repository Faculty Publications Faculty Scholarship 2013 Leadership and Followership Robert H. Jerry II University of Florida Levin College of Law, jerryr@law.ufl.edu Follow this and additional works at: http://scholarship.law.ufl.edu/facultypub Recommended Citation Robert H. Jerry, II, Leadership and Followership, 44 U. Tol. L. Rev. 345 (2013), available at http://scholarship.law.ufl.edu/facultypub/ 366 This Article is brought to you for free and open access by the Faculty Scholarship at UF Law Scholarship Repository. It has been accepted for inclusion in Faculty Publications by an authorized administrator of UF Law Scholarship Repository. For more information, please contact outler@law.ufl.edu. LEADERSHIP AND FOLLOWERSHIP Robert H. Jerry, II* "[B]etter followers beget better leaders." I been fond of a set of expressions HROUGH use to underscore the importance of an idea or a cause I sometimes the years, I have believe important and worthy of personal or institutional investment, or both. The expressions fit together like this: our society has a particular problem that needs attention; our colleges and universities, being institutions broadly representative of our society, also have this problem (as we should expect): we need to work on this problem in our colleges and universities; if we cannot solve this problem in our institutions of higher learning, then I have little...
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...Followership Miller, Lisa A. CNM, JD Section Editor(s): Miller, Lisa A. CNM, JD Author Information President, Perinatal Risk Management & Education Services Chicago, Ill For most of my career, I've been in leadership positions. Only 6 months after beginning my nursing career I was “promoted” to assistant head nurse, night shift. At the time, I was naïve enough to think it was my innate skill and ability, when the reality was more likely the fact that no one else wanted the job. I continued to serve in leadership or managerial positions when I became a nurse-midwife. Several years ago, after many years serving as a director of various nurse-midwifery services, I had the disconcerting but ultimately rewarding revelation that I was not a very good boss. Sure, I was good at negotiating the budget, and getting the midwives decent working conditions, but I was autocratic and aggressive, not very desirable characteristics of a leader. I decided to shift into teaching, something I enjoyed and did not require that I be “in charge” of anyone but myself. To keep clinically active, I took a per diem position as a nurse-midwife at a local hospital. It is a position which I still hold today and one that gives me great pleasure. And it is in part because my current boss is such a skilled leader, a leader that I am proud to follow, that I became interested in the concept of followership. | | It seems that a lot gets written about leadership in both business and healthcare. And...
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...Tutorial Week 7: Case Study – Leaders and Followers Question 1. What are the key components of the relationship between leaders and followers in Pancontinental? Within Pancontinental the key components in respect of the relationship between leaders and followers may be seen as including Emotional Intelligence, Authentic Leadership, Servant Leadership and Participative Followers. Emotional Intelligence is defined as a ‘type of social intelligence that involves the ability to monitor one’s own and other’s emotions, to discriminate among them and to use the information to guide one’s thinking and actions’ (Salovey and Mayer, 1990: 189). According to Goleman (2001), ‘emotional intelligence comprises of 4 key components which are, Self Awareness, Social Awareness, Self Management and Relationship Management.’ When looking at the case study we can see evidence of the use of emotional intelligence throughout. Within self awareness we can see that the MD, Henry Callahan, has had a personal insight into the business and knows what happens in each area. He is seen by his staff as a ‘visionary leader’, always looking for ways to improve in the future. In the case we can see that the positive style he adopts is exceedingly effective in an industry that is usually dogged by disputes, both internally and externally. Indeed he states, ‘I’ve done practically every job in the company....from the bottom up – I know what long hours are and I have empathy for everyone in the organisation’ We...
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...Reflection on Leadership Mentors Oluwatosin omole Walden University 02/07/2014 Abstract Having studied different leadership theories, styles and the effect on the employees. It is by unanimous consensus that it is imperative to have an effective leadership-followership relationship in an organization. Leaders need an effective subordinate to drive their goal and visions to succeed. Without subordinates the question is who are we leading? Who will put into action the vision of the organization? We will discuss the analysis of two leaders that I chose and the effect in their organization. Also discuss their relationship with their subordinates and the effect. Their leadership style in relation to their subordinates. The reflection on why I chose to follow this leader and what makes them my role model to emulate. In all my career pathway till present I haven’t had the opportunity of choosing the boss I will like to follow. Hence based on the organizations I have worked with, there is always a boss assigned for me to follow. In other words, I have fairly limited assessment of my boss to further understand their goals, values and visions. Though I have worked with not so great bosses but I have also been fortunate to work with exceptional leaders. These charismatic leaders understood to tailor their values and goals with that of their subordinate, hence it prevents future uprising. According to the Gardner “When leaders effectively model their values, identity, emotions...
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...6 The Vermont Teddy Bear Company: A Case Study in Strategic Leadership (Video available on Student CD-ROM) chapter 11: leadership and followership Chapter 11 Summary ▪ Leadership is the process of guiding and directing the behavior of followers in organizations. Followership is the process of being guided and directed by a leader. Leaders and followers are companions in these processes. ▪ A leader creates meaningful changes in organizations, whereas a manager controls complexity. Charismatic leaders have a profound impact on their followers. ▪ Autocratic leaders create high pressure for followers, whereas democratic leaders create healthier environments for followers. ▪ Two distinct dimensions of leader behavior are labeled initiating structure and consideration, alternatively called P-oriented behavior and M-oriented behavior, respectively, in Japan. ▪ The five styles in the Leadership Grid are organization man manager, authority-obedience manager, country club manager, team manager, and impoverished manager. ▪ According to the contingency theory, task-oriented leaders are most effective in highly favorable or highly unfavorable leadership situations, and relationship-oriented leaders are most effective in moderately favorable leadership situations. ▪ The path-goal theory, Vroom-Yetton-Jago theory, and situational leadership model say that a leader should adjust his or her behavior to the situation and should appreciate diversity among followers...
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...Successful teams have a balance of effective leadership and attentive followership. Every team is made up of both leaders and followers both are essential for success. The idea of being a leader and leadership, in general, is complicated. Is someone a leader because of the position that they hold? Or do certain traits designate a leader? I do not know if there is a correct way to define a leader. Just because you can be a leader at one company does not automatically mean you are able to lead in a different company. The idea that all leaders share the same specific traits is too farfetched to believe. The answer may be somewhere in the middle, a position should not define your leadership ability and not exhibiting a specific trait shouldn’t...
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