Followership The Overlooked Link in the Leadership Process

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Followership The Overlooked Link in the Leadership Process

Followership The Overlooked Link in the Leadership Process

The History • Very Limited Literature • Developed in the Latter Half of the

The History • Very Limited Literature • Developed in the Latter Half of the 20 th Century • Mary Parker Follett: “One was either a leader or nothing of much importance. ” • Great Man Theories/Heroes • Individualistic and Static “Can you not remember the picture. . . Of the man in the swivel chair? A trembling subordinate enters, states his problem; snap goes the decision form the chair. This man disappears only for another to enter. And so it goes. The massive brain in the swivel chair all day communicates to his followers his special knowledge. ” -Mary Parker Follett, 1960

The History • World War II • Hierarchical, authoritarian structures, to conquer an enemy

The History • World War II • Hierarchical, authoritarian structures, to conquer an enemy • Roosevelt, Churchill, Stalin, Hitler • Organizations Followed Suit • 1980’s: Global Economy, Technology, Changing dynamics in the Workforce “When the need arose for a more active follower, the model of the omniscient leader and obedient, passive follower or subordinate was too entrenched to allow those subordinates to embrace a new role of active followership. The image of the ‘drab powerless masses’ that Burns described as followers in the historic leadership literature was slow to change. ” -Susan D. Baker

The Process Leadership Followership Leader/Follower Non-Leader Non -Follower Leadership and Followership is not an

The Process Leadership Followership Leader/Follower Non-Leader Non -Follower Leadership and Followership is not an either or proposition. Followership is NOT the opposite of Leadership. The Opposite of both is non-leader/non-follower

The Process “Leadership is an intricate relation between leader and followers. ” Leadership F.

The Process “Leadership is an intricate relation between leader and followers. ” Leadership F. H. Sanford, Sociologist Context Followe r Robert Ginnett, Ph. D.

Current Thinking • Followers and Leaders are Roles • Followers are Active, not Passive

Current Thinking • Followers and Leaders are Roles • Followers are Active, not Passive • Followers and Leaders Share a Common Purpose • The Relational Nature of Followers and Leaders “The longer I study effective leaders, the more I am convinced of the underappreciated importance of effective followers. ” -Warren Bennis

Follower and Leader are Roles • The Role Should be Defined by the Context

Follower and Leader are Roles • The Role Should be Defined by the Context • Don’t “Pigeon Hole” People • Most Managers Play the Roles of Leader and Follower

Followers are Active, Not Passive • Not Just Manual Labor or Loyalty • Followers

Followers are Active, Not Passive • Not Just Manual Labor or Loyalty • Followers Keep Leaders “in control of the situation. ” • Engagement, Commitment, Discretionary Effort are choices

Shared Common Purpose • Followers Force Leaders to be Followers • Success of the

Shared Common Purpose • Followers Force Leaders to be Followers • Success of the Organization’s Goals and Each Other • Clarity of Goals and Purpose Matter

Relational Nature • Mutual Influence • Partnership with Equal Weight • Self-Concept of Followers

Relational Nature • Mutual Influence • Partnership with Equal Weight • Self-Concept of Followers Matters

Types of Followers “So the question is not whether to have followers but what

Types of Followers “So the question is not whether to have followers but what kind of followers we want. I think what we want is ‘good’ followership – people who take appropriate actions with great skill and achievement. ” -Robert E. Kelley

Alienated Followers • Critical but Passive • Cynical and Sarcastic • Unmet Expectations/Goal Changes

Alienated Followers • Critical but Passive • Cynical and Sarcastic • Unmet Expectations/Goal Changes • Broken Trust

Alienated Followers Moving From Alienated to Exemplary • “Get Over” Unmet Expectations • Engage

Alienated Followers Moving From Alienated to Exemplary • “Get Over” Unmet Expectations • Engage the Leader About Broken Trust

Conformist Followers • Active, but no critical thinking • Accept Assignments and Never Ruffle

Conformist Followers • Active, but no critical thinking • Accept Assignments and Never Ruffle Feathers • Domineering Leaders • Bureaucracy and Hierarchy

Conformist Followers Moving From Conformist to Exemplary • Watch Healthy Conflict • Find a

Conformist Followers Moving From Conformist to Exemplary • Watch Healthy Conflict • Find a Safe Place to Practice

Pragmatist Followers • Active or Critical depends on the “winds” • You Might Lack

Pragmatist Followers • Active or Critical depends on the “winds” • You Might Lack Credibility • Unstable Situation • Leaders who Play Politics

Pragmatist Followers Moving from Pragmatist to Exemplary • Find Your Passion and Purpose •

Pragmatist Followers Moving from Pragmatist to Exemplary • Find Your Passion and Purpose • Rebuild Your Credibility

Passive Followers • Passive and Uncritical Thinking • Not Doing Much of Anything •

Passive Followers • Passive and Uncritical Thinking • Not Doing Much of Anything • May be a Response to Management Style • Don’t Want to be a Follower

Passive Followers Moving From Passive to Exemplary • This is the hardest jump •

Passive Followers Moving From Passive to Exemplary • This is the hardest jump • Learn what followership means

Exemplary Followers • Active and Critical • Goal/Mission Focused • Critical-Path Activities • Take

Exemplary Followers • Active and Critical • Goal/Mission Focused • Critical-Path Activities • Take Initiative • Add Value Authentically • Courageous Conscience

Leadership from the Followers • Treat Followers as Partners Share Information Risks and Rewards

Leadership from the Followers • Treat Followers as Partners Share Information Risks and Rewards Share in Goal Setting Leader • Add Value to Follower Productivity Create Environments Where Followers Flourish Don’t be a Hero but a Hero Maker Context Follower Leadership

Leadership from the Followers “Understanding why people follow is important to leaders and followers

Leadership from the Followers “Understanding why people follow is important to leaders and followers alike. Knowing these motivations, one can design organizational environments to attract, accommodate, and retain followers. ” -Robert E. Kelley Leader Context Followe r Leadership

Followership The Overlooked Link in the Leadership Process

Followership The Overlooked Link in the Leadership Process