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Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 12-1 Chapter 12 Followers and Followership.

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Presentation on theme: "Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 12-1 Chapter 12 Followers and Followership."— Presentation transcript:

1 Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 12-1 Chapter 12 Followers and Followership

2 Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 12-2 Chapter Goals  The goal of this chapter is to examine the role of followers in terms of the influence relationships have between leaders and followers, effects of followers’ individual characteristics on leadership; follower styles, partnering, and SYMLOG analysis of interactions within a team.

3 Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 12-3 Effective followers  Effective followers “have the vision to see both the forest and the trees, the social capacity to work well with others, the strength of character to flourish without heroic status, the moral and psychological balance to pursue personal and corporate goals at no cost to either, and, above all, the desire to participate in a team effort for the accomplishment of some greater purpose.”

4 Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 12-4 Characteristics of Followership in High Performing Teams  Cohesion  Supporting top leadership  Raising issues with top leadership  Taking initiative  Taking personal responsibility for team performance

5 Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 12-5 Two-Dimensional Taxonomy  Categorizing Follower Behavior Using a Two- Dimensional Taxonomy  Independent, Critical Thinking  Dependent, Uncritical Thinking  Active  Passive

6 Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 12-6 Five Style of Followers  Alienated Followers  Conformist Followers  Pragmatist Followers  Passive Followers  Exemplary Followers

7 Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 12-7 Partnering  Partnering deals with the quality of relationships between leaders and followers rather than on characteristics of leaders and followers.

8 Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 12-8 SYMLOG  SYMLOG (SYstematic Multiple Level Observation of Groups) – A Method for Rating and Graphing Follower Behavior

9 Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 12-9 Robert F. Bales and his SYMLOG model  The work of Robert F. Bales and his SYMLOG model were presented as a way to help followers identify the behaviors they are presenting to other team members and to give them direction should they decide to change. Equally important is the notion Bales presents of more than two dimensions as important for followers to be aware of. His concept of images in field space provides a useful way to conceptualize these complexities that better represent reality.

10 Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide Situational Characteristics  Crises  Task Interdependence  Innovation  More Receptive to Change  Organizational Downsizing

11 Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide Bass’s Theory of Transformational and Transactional Leadership  Transformational leaders possess charismatic-leader characteristics (vision, rhetorical skills, etc.).  Transactional leaders do not possess these leader characteristics, nor are they able to develop strong emotional bonds with followers or inspire followers to do more than they thought they could. Instead, transactional leaders motivate followers by setting goals and promising rewards for desired performance.


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