Title: Followership
1 2- Followership
- The function of leadership is to produce more
leaders, not more followers. - Ralph Nader
3- Followership
- A follower shares in an influence relationship
among leaders and other followers with the intent
to support leaders who reflect their mutual
purposes. - Rodger Adair PhD
4- Followership
- Followership is a discipline of supporting
leaders and helping them to lead well. It is not
submission, but the wise and good care of
leaders, done out of a sense of gratitude for
their willingness to take on the responsibilities
of leadership, and a sense of hope and faith in
their abilities and potential. - Reverend Paul Beedle
5The wheel of culture.An interdisciplinary
analysis
- Disciplines involved
- Cultural anthropology
- Behavioral psychology
- Sociology
- Organization behavior
- Communication
- aesthetics
6Understanding the complexity of culture
means Understanding the role of leaders and
followers.
7- QUOTE
- A platoon leader doesnt get his platoon to go
by getting up and shouting and saying I am
smarter. I am bigger. I am stronger. I am the
leader. He gets men to go along with him because
they want to do it for him and they believe in
him. - Dwight D. Eisenhower
8LEADERSHIP ACTIONS
- All over this country, corporations and
government agencies, there are millions of
executives who imagine that their place on the
organizational chart has given them a body of
followers. And of course it hasnt. It has
given them subordinates. Whether subordinates
become followers depends on whether the
executives act like leaders. - John Gardner
9Dimensional Model
10Critical and Uncritical Thinking
- Critical Thinking
- Thinking independently and being mindful of the
effects of ones own and other peoples behavior
on achieving the organizations vision. - Uncritical Thinking
- Failing to consider possibilities beyond what one
is told accepting the leaders ideas without
thinking.
11Passive or Active Behavior
- Passive Behavior
- Uninvolved
- Needs constant supervision
- Avoids responsibility
- Active Behavior
- Fully engaged
- Demonstrates a sense of ownership
- Problem solver
- Involved in decision making
12Kelleys 5 Powers of Followership
- Alienated
- Passive, yet independent
- Critical, independent thinkers
- Focus on shortcomings of organization and leaders
- Conformist
- Participates actively but does not use critical
thinking skills - Participates willingly without thought to
consequences - Avoids conflict
13Kelleys Power of Followership
- Passive Follower
- Is not a critical or independent thinker
- Is not active in participation
- Do what they are told to do
- Effective Follower
- Independent and critical thinker
- Active in the organization
- Does not avoid risk or conflict
- Acts willingly
- Capable of self-management
14Kelleys Power of Followership
- Pragmatic survivor
- Has qualities of all four extremes
- Uses what benefits his/her position
- Political
- Avoids Risk
15Demands on an Effective Follower
- Have to be willing to express their ideas and
what they stand for - Courage to assume responsibility
- Courage to serve
- Courage to challenge
- Courage to participate in transformation
- Courage to leave
16Meilingers Ten Rules of Followership
- 1. Dont blame your boss for an unpopular
decision or policy your job is to support, not
undermine. - 2. Fight with your boss if necessary but do it
in private, avoid embarrassing situations, and
never reveal to others what was discussed. - 3. Make the decision, then run it past the boss
use your initiative. - 4. Accept responsibility whenever it is offered.
- 5. Tell the truth and dont quibble your boss
will be giving - advice up the chain of command based on
what you said. - 6. Do your homework give your boss all the
information needed to make a decision anticipate
possible questions.
17Meilingers Ten Rules of Followership
- 7. When making a recommendation, remember who
will probably have to implement it. This means
you must know your own limitations and weaknesses
as well as your strengths. - 8. Keep your boss informed of whats going on in
the - unit people will be reluctant to tell him or
her their problems and successes. You should do
it for them, and assume someone else will tell
the boss about yours. - 9. If you see a problem, fix it. Dont worry
about who would have gotten the blame or who now
gets the praise. - 10. Put in more than an honest days work, but
dont ever - forget the needs of your family. If they are
unhappy, you will be too, and your job
performance will suffer accordingly.
18Ex. 7.2 The Maturity Continuum
7
Sharpen the Saw
Interdependence
5
6
Seek First to Understand Then to be Understood
Synergize
PUBLIC VICTORY
Think win-win
4
Independence
Put First Things First
3
PRIVATE VICTORY
Begin with the End in Mind
1
2
Be Proactive
Dependence
19Sources of Follower Power
- Personal Sources
- Knowledge
- Expertise
- Effort
- Persuasion
- Position Sources
- Location
- Information
- Access
20Ex. 7.3 Ways to Influence Your Leader
Help the Leader Be a Good Leader Ask for
advice. Tell leader what you think. Find things
to thank leader for.
Be a Resource for the Leader Determine the
leaders needs. Zig where the leader zags. Tell
leader about you. Align self to team
purpose/vision.
Build a Relationship Ask about leader at your
level/position. Welcome feedback and
criticism. Ask leader to tell you company
stories.
View the Leader Realistically Give up idealized
leader images. Dont hide anything. Dont
criticize leader to others. Disagree occasionally.
21Ex. 7.4 Rank Order of Desirable Characteristics
- Desirable Leaders Are
- Honest
- Forward thinking
- Inspiring
- Competent
- Desirable Colleagues (Followers) Are
- Honest
- Cooperative
- Dependable
- Competent
22Optimizing Feedback
- Make regular feedback a habit
- Use elements of storytelling
- Being generous with positive feedback
- Train followers to view feedback as an
opportunity for development
23Eight Steps in building a TRUE Community
- Shared Vision
- Wholeness in diversity
- Shared culture
- Internal communications
- Consideration and TRUST
- Participation and Shared Leadership
- Development of younger members
- Links with outside groups (Politics)
24Leading Others to Lead Themselves
- Strive toward collaborative relationships
- Self-management leadership
- Share power and responsibility
- Coach and mentor
- Offer encouragement
- Remove barriers
- Provide constructive feedback
- Empower followers
25Communities of Practice
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
26Communities of Practice
Corporation - conjures up images of authority,
bureaucracy, competition control, and
power Community evokes images of democracy,
diversity, cooperation, inclusion and common
purpose
276 Practices of Communities
- Building proper Foundation of team
- Inclusivity
- Positive culture
- Conversation
- Caring and Trust
- Shared Leadership
286 Practices of Communities
- Building proper Foundation of team
- Inclusivity
- Positive culture
- Conversation
- Caring and Trust
- Shared Leadership
29END !