CHAPTER 7 - FOLLOWERSHIP

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CHAPTER 7 - FOLLOWERSHIP

• Damon Burton
• University of Idaho

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• What is followership?

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WHAT IS FOLLOWERSHIP?

• Followership an important role involved in
  carrying out the responsibilities necessary to
  keep organizations functioning effectively.
• Effective followers are capable of self-
  management and strive for excellence in
  exercising their duties, while setting an example
  for others and serving the needs of others or the
  organization.
• For example, Dawn Marshall was the best
  cashier/bagger at Pathmark Supermarket.

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ROLE OF FOLLOWERS

• Without followers, there are no leaders.
• The nature of leader-follower relationships
  involves reciprocity, or the mutual exchange of
  influence.
• Effective followers have many of the same
  qualities as possessed by good leaders.
• Both leaders and followers are proactive, so
  together they can achieve a shared vision.
• Outstanding ships had followers who supported
  their leaders but took the initiative and raised
  concerns when needed.

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• What dimensions differentiate follower styles?

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FOLLOWERSHIP STYLES

• Kelley (1992) developed a theory of followership
  based on extensive interviews with leaders and
  followers.
• The model has 2 dimensions
• critical thinking and
• active-passive behavior.

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DIMENSIONS OF FOLLOWERSHIP

• (1) Critical Thinking -- independent critical
  thinkers understand the effects of peoples
  behavior on achieving organizational goals.
• Critical thinkers -- weigh the impact of
  decisions on the leaders vision and offer
  constructive criticism and creativity.
• (2) Active-Passive Behavior Active followers
  participate fully in an organization, engages in
  behavior beyond job requirements, demonstrate a
  sense of ownership, and initiate problem-solving
  and decision-making.

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KELLEYS (1992) FOLLOWERSHIP STYLES
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FOLLOWERSHIP STYLES

• (1) Alienated passive, yet independent,
  critical thinkers who often experience obstacles
  and broken promises.
• They are cynical and focus on deficiencies.
• (2) Conformist participates actively but does
  not think critically.
• They follow willingly but dont consider the
  consequences in order to avoid conflict.
• Rigid rules and authoritarian environments often
  are the result.

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FOLLOWERSHIP STYLES

• (3) Pragmatic has qualities of all 4 extremes,
  depending on which style fits the situation.
  They use the style that best benefit him and
  minimizes risk.
• 25-35 of followers are pragmatic, play politics
  and avoid risks.
• Government workers tend to be pragmatists.
• (4) Passive are passive and uncritical. They
  display neither initiative nor a sense of
  responsibility.
• When followers see initiative, creativity and
  responsibility are not rewarded, or even
  punished, they grow more passive.

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FOLLOWERSHIP STYLES

• (5) Effective has critical, independent
  thinking skills and is active in the
  organization.
• They behave the same toward everyone and try not
  to avoid risk or conflict.
• Effective followers have the courage to initiate
  change and put themselves at risk or in conflict
  in order to serve the best interests of the
  organization.

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• What are some necessary demands of effective
  followers?

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EFFECTIVE FOLLOWER DEMANDS

• courage to accept responsibility,
• serve the needs of the organization,
• challenge authority,
• participate in change, and
• leave the organization when necessary.

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COURAGE TO ASSUME RESPONSIBILITY

• Effective followers -- feel a sense of personal
  responsibility and ownership in the organization
  and its mission.
• They initiate the opportunities through which
  they can achieve personal fulfillment, exercise
  their potential and provide the organization
  their best effort.

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COURAGE TO SERVE

• Effective followers identifies the needs of the
  organization and actively seeks to serve those
  needs.
• A follower can provide strength to leaders by
  supporting their decisions and by contributing to
  the organization in areas that complement the
  leader.
• They serve others over themselves.

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COURAGE TO CHALLENGE

• Effective followers dont sacrifice their
  personal integrity or the good of the
  organization in order to maintain harmony.
• A follower must take a stand if leaders actions
  or decisions contradict the best interests of the
  organization.
• The Army teaches soldier that it is their duty to
  disobey illegal or immoral orders.

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COURAGE TO PARTICIPATE IN TRANSFORMATION

• Effective followers view corporate change and
  transformation as a mutual experience shared by
  all members of the organization.
• A follower must not be afraid to confront change
  and work to reshape the organization.

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COURAGE TO LEAVE

• Effective followers realize that personal and
  organizational change create a situation when it
  is better to move on.
• Maybe they need a new challenge.
• If the leader or organization repeatedly is
  unwilling to make needed changes, a move may be
  necessary.
• Perhaps leader-follower conflict cannot be
  resolved and the follower must leave (e.g.,
  General Batiste stepping down over policies in
  Iraq).

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• What are the primary dimensions of Coveys
  Maturity Continuum?

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DEVELOPING PERSONAL POTENTIAL

• Stephen Coveys (1989) 7 Habits of Highly
  Effective People defines a habit as the
  intersection of knowledge, skill and desire.
• The habits leading to personal effectiveness are
  arranged along a maturity continuum from
  dependence to independence to interdependence.
• Independent followers have developed a sense of
  self-worth and self-reliance.
• Interdependent followers work cooperatively with
  others, enriching their experience by developing
  interpersonal relationships

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COVEYS MATURITY CONTINUUM
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DEPENDENCE TO INDEPENDENCE

• Habit 1 Be Proactive taking initiative and
  being responsible.
• having the ability to choose and acting with
  integrity.
• Realizing that it is not what happens to you but
  how you respond that is important.
• Habit 2 Begin with the End in Mind start with
  a clear image of your desired destination.
• Know what is important so you can work
  systematically to fulfilling your dreams.
• Clarify goals and plans and establish values for
  achieving them.

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DEPENDENCE TO INDEPENDENCE

• Habit 3 Put First Things First encourages
  people to gain control of time and events by
  relating them to their goals and by managing
  themselves.
• Focus on preserving and enhancing relationships
  and on accomplishing results.

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• What is interdependence and why is it important?

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EFFECTIVE INTERDEPENDENCE

• Interdependence caring, productive
  relationships with others , termed public
  victories by Covey.
• Moving to effective interdependence involves open
  communication, effective teamwork and building
  positive relationships based on trust, caring and
  respect.
• When followers move to interdependence, they step
  into a leadership role.

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EFFECTIVE INTERDEPENDENCE

• Habit 4 Think Win-Win organization cannot
  succeed without cooperation. Win-win is a
  frame-of-mind that seeks solutions that are
  mutually beneficial and satisfying.
• Habit 5 Seek First to Understand Then to Be
  Understood the key to communicatin is to listen
  with the intent to understand rather than just
  thinking about what to say.
• Followers must be nonjudgmental and be able to
  empathize with the other persons situation.
• Feeling understood promotes receptivity and
  enhances communication.

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EFFECTIVE INTERDEPENDENCE

• Habit 6 Synergize omaximal teamwork occurs
  when people with different viewpoints come
  together because the differences present new
  opportunities.
• Habit 7 Sharpen the Saw is the process of
  using and continually renewing the physical,
  mental, spiritual and social aspects of your life
  to maintain a balanced life.
• Followers must be nonjudgmental and be able to
  empathize with the other persons situation.
• Feeling understood promotes receptivity and
  enhances communication.

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• What are the primary sources of follower power?

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SOURCES OF FOLLOWER POWER

• Personal Sources
• knowledge,
• expertise,
• effort and
• persuasion.
• Position Sources
• location,
• information and
• access.

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STRATEGIES FOR MANAGING UP

• Effective followers -- transform the
  leader-follower relationship by striving to
  improve leaders rather than just criticizing
  them.
• Followers develop a meaningful, task-related
  relationship with their bosses that enables them
  to add value to the organization, even if their
  ideas conflict with the boss.

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• How can followers influence leaders?

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WAYS TO INFLUENCE YOUR LEADER
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WHAT FOLLOWERS WANT

• Leaders have a duty to create a leader-follower
  relationship that engages the whole person rather
  than treat followers as passive sheep who should
  blindly follow orders and support the boss
• Followers want leaders to be honest,
  forward-thinking, inspiring and competent.
• Followers want colleagues to be honest,
  competent, dependable and cooperative.
• The distinction between leadership and
  followership is primarily vision and inspiration.
  

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McKINSEY COMPANY FEEDBACK RESULTS

• Managers asked what factors most contributed to
  corporate growth and development, reported
  candid, insightful feedback as one of the most
  important elements.
• Most managers also indicated that their
  supervisors did not do a good job of providing
  such feedback.

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USING FEEDBACK TO DEVELOP FOLLOWERS
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• How should leaders provide feedback to followers?

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FEEDBACK TIPS

• Cultivate emotional intelligence, particularly
  empathy for what followers are experiencing and
  feeling.
• Make regular feedback a habit.
• Use elements of storytelling. (i.e., provide an
  example)
• Be generous with positive feedback.
• Train followers to view feedback as an
  opportunity for development.

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• What is self-management leadership and why is
  it successful?

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LEADING OTHERS TO LEAD THEMSELVES

• Good leaders develop collaborative relationships
  with followers.
• Self-Management Leadership calls for leaders to
  share power and responsibility so anyone can
  become a leader.
• Formal leaders become coaches and mentors, show
  trust in others, remove barriers to learning,
  offer encouragement and support, and provide
  constructive feedback.
• Leaders develop followers by providing them with
  opportunities to gain new experience and
  understand.
• They coach followers to think critically about
  their own performance and judge how well they are
  attaining their goals.

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SELF-MANAGEMENT LEADERSHIP

• Self-Management Leadership (SML) focuses on
  providing followers with directed autonomy.
• Empowerment, participative management and
  coaching are approaches that enhance intrinsic
  motivation.
• All leaders can encourage followers to think
  independently and be willing to take risks,
  challenge unproductive or unethical norms and
  initiate organizational change.
• West Point not only teaches rules, rigidity,
  structure and conformity, but they also instill
  character, creativity and flexibility, an
  interesting paradox of follower/leader skills.

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• What is a community of followers?

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BUILDING A COMMUNITY OF FOLLOWERS

• The interdependence of leaders and followers
  develops a sense of community.
• Community provides a spirit of connection that
  sustains effective relationships and commitment
  to team goals.
• Community members accomplish shared goals because
  of trust and teamwork.
• In a community, members are able to communicate
  openly, maintain their uniqueness and be
  committed to something larger than themselves.
• Effective followers are the foundation of
  community development.

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CHARACTERISTICS OF COMMUNITY

• Inclusivity everyone is welcome and feels a
  sense of belonging. Differing points-of-view are
  encouraged, and the focus is on the whole not the
  parts.
• Positive Culture shared norms and values
  develop and socialize newcomers into the culture.
  Adaptive values are encouraged too deal with
  change.
• Conversation Dialogue is a type of
  communication in which persons suspend their
  attachment to a particular viewpoint, allowing a
  deeper level of listening, synthesis and meaning
  to evolve for the community.
• Conversation builds consensus and collaboration
  necessary for community.

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CHARACTERISTICS OF COMMUNITY - 2

• Caring and Trust Members care about each other.
  People are responsible for how their actions
  affect others, but they help others grow without
  trying to change or control them. Trust develops
  and ethical behavior is emphasized.
• Shared Leadership A spirit of equality
  develops, and everyone has an opportunity to make
  valued contributions.

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COMMUNITIES OF PRACTICE

• Communities of Practice (COP) are made up of
  individuals who are informally bound to one
  another through exposure to a similar set of
  problems and a common pursuit of solutions.
• Similar to professional societies, people join
  them and stay in them by choice, because they
  believe that they have something to learn and
  something to contribute.
• COPs are informal and voluntary, and followers
  are often in better position to establish COPs
  than leaders.

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• The
• End