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Followership

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Title: Chapter 7 Author: Subramanian Last modified by: Veit Created Date: 2/26/2004 10:38:23 PM Document presentation format: On-screen Show (4:3) Company – PowerPoint PPT presentation

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Title: Followership


1
  • Followership

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

5
The wheel of culture.An interdisciplinary
analysis
  • Disciplines involved
  • Cultural anthropology
  • Behavioral psychology
  • Sociology
  • Organization behavior
  • Communication
  • aesthetics

6
Understanding 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

8
LEADERSHIP 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

9
Dimensional Model
  • Chart

10
Critical 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.

11
Passive 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

12
Kelleys 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

13
Kelleys 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

14
Kelleys Power of Followership
  • Pragmatic survivor
  • Has qualities of all four extremes
  • Uses what benefits his/her position
  • Political
  • Avoids Risk

15
Demands 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

16
Meilingers 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.

17
Meilingers 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.

18
Ex. 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
19
Sources of Follower Power
  • Personal Sources
  • Knowledge
  • Expertise
  • Effort
  • Persuasion
  • Position Sources
  • Location
  • Information
  • Access

20
Ex. 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.
21
Ex. 7.4 Rank Order of Desirable Characteristics
  • Desirable Leaders Are
  • Honest
  • Forward thinking
  • Inspiring
  • Competent
  • Desirable Colleagues (Followers) Are
  • Honest
  • Cooperative
  • Dependable
  • Competent

22
Optimizing 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

23
Eight 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)

24
Leading 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

25
Communities 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
26
Communities of Practice
Corporation - conjures up images of authority,
bureaucracy, competition control, and
power Community evokes images of democracy,
diversity, cooperation, inclusion and common
purpose
27
6 Practices of Communities
  • Building proper Foundation of team
  • Inclusivity
  • Positive culture
  • Conversation
  • Caring and Trust
  • Shared Leadership

28
6 Practices of Communities
  • Building proper Foundation of team
  • Inclusivity
  • Positive culture
  • Conversation
  • Caring and Trust
  • Shared Leadership

29
END !
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