Presentation on theme: "1 Followership. 2 A closer look… So, what are the complexities?"— Presentation transcript:
2 A closer look… So, what are the complexities?
The wheel of culture. An interdisciplinary analysis Disciplines involved Cultural anthropology Behavioral psychology Sociology Organization behavior Communication aesthetics
“Understanding the complexity of culture: The role of leaders and followers.”
5 Basic function of Leadership “The function of leadership is to produce more leaders, not more followers.” Ralph Nader
6 “A platoon leader doesn’t 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
7 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 hasn’t. It has given them subordinates. Whether subordinates become followers depends on whether the executives act like leaders.” John Gardner
Dimensional Model 8
9 Critical and Uncritical Thinking Critical Thinking –Thinking independently and being mindful of the effects of one’s own and other people’s behavior on achieving the organization’s vision. Uncritical Thinking –Failing to consider possibilities beyond what one is told; accepting the leader’s ideas without thinking.
10 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
11 Kelley’s 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
12 Kelley’s 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
13 Kelley’s Power of Followership Pragmatic survivor –Has qualities of all four extremes –Uses what benefits his/her position –Political –Avoids Risk
14 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
15 Meilinger’s Ten Rules of Followership 1. Don’t 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 don’t 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.
16 Meilinger’s 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 what’s 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. Don’t worry about who would have gotten the blame or who now gets the praise. 10. Put in more than an honest day’s work, but don’t ever forget the needs of your family. If they are unhappy, you will be too, and your job performance will suffer accordingly.
17 Ex. 7.2 The Maturity Continuum Interdependence PUBLIC VICTORY Independence PRIVATE VICTORY Dependence Think win-win Seek First to Understand Then to be Understood Synergize Put First Things First Be Proactive Begin with the End in Mind Sharpen the Saw
18 Sources of Follower Power Personal Sources –Knowledge –Expertise –Effort –Persuasion Position Sources –Location –Information –Access
19 Ex. 7.3 Ways to Influence Your Leader Be a Resource for the Leader Determine the leader’s 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. Help the Leader Be a Good Leader Ask for advice. Tell leader what you think. Find things to thank leader for. View the Leader Realistically Give up idealized leader images. Don’t hide anything. Don’t criticize leader to others. Disagree occasionally.
20 Ex. 7.4 Rank Order of Desirable Characteristics Desirable Leaders Are Honest Forward thinking Inspiring Competent Desirable Colleagues (Followers) Are Honest Cooperative Dependable Competent
21 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
22 Dialogue A type of communication in which each person suspends his attachment to a particular viewpoint so that a deeper level of listening, synthesis, and meaning evolves from the whole community
23 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
24 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
25 6 Practices of Communities Building proper Foundation of team Inclusivity Positive culture Conversation Caring and Trust Shared Leadership