Followership

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FollowershipFollowership

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FollowershipFollowership

““The function of The function of leadership is to produce leadership is to produce more leaders, not more more leaders, not more followers.”followers.”

Ralph NaderRalph Nader

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FollowershipFollowership

“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

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FollowershipFollowership“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

The wheel of culture.The wheel of culture.An interdisciplinary analysisAn interdisciplinary analysis

Disciplines involved

• Cultural anthropology

• Behavioral psychology

• Sociology

• Organization behavior

• Communication

• aesthetics

““Understanding the complexity Understanding the complexity of culture”:of culture”:

means means

“Understanding the role of “Understanding the role of leaders and followers.”leaders and followers.”

Dimensional Model Dimensional Model • Chart:

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Critical and Uncritical ThinkingCritical 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.

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Passive or Active BehaviorPassive 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

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Kelley’s 5 Powers of FollowershipKelley’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

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Kelley’s Power of FollowershipKelley’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

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Kelley’s Power of FollowershipKelley’s Power of Followership

• Pragmatic survivor– Has qualities of all four extremes– Uses what benefits his/her position– Political– Avoids Risk

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Demands on an Effective FollowerDemands 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

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Meilinger’s Ten Rules of Meilinger’s Ten Rules of FollowershipFollowership

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.

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Meilinger’s Ten Rules of Meilinger’s Ten Rules of FollowershipFollowership

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.

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ExEx. . 7.27.2 The Maturity Continuum 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 ProactiveBegin with the End in Mind

Sharpen the Saw7

5 6

4

3

1 2

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Sources of Follower PowerSources of Follower Power

Personal Sources– Knowledge– Expertise– Effort– Persuasion

Position Sources– Location– Information– Access

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ExEx. . 7.37.3 Ways to Influence Your Leader 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.

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ExEx. . 7.47.4 Rank Order of Desirable Rank Order of Desirable CharacteristicsCharacteristics

Desirable Leaders Are

• Honest• Forward thinking• Inspiring• Competent

Desirable Colleagues (Followers) Are

• Honest• Cooperative• Dependable• Competent

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Optimizing FeedbackOptimizing 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

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Eight Steps in building a TRUE Eight Steps in building a TRUE CommunityCommunity

• 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)

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Leading Others to Lead Leading Others to Lead ThemselvesThemselves

• Strive toward collaborative relationships

• Self-management leadership– Share power and responsibility– Coach and mentor– Offer encouragement– Remove barriers– Provide constructive feedback

• Empower followers

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Communities of PracticeCommunities 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

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Communities of PracticeCommunities of Practice

Corporation - conjures up images of authority, bureaucracy, competition control, and power

Community – evokes images of democracy, diversity, cooperation, inclusion and common purpose

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6 Practices of Communities 6 Practices of Communities

• Building proper Foundation of team

• Inclusivity

• Positive culture

• Conversation

• Caring and Trust

• Shared Leadership

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6 Practices of Communities 6 Practices of Communities

• Building proper Foundation of team

• Inclusivity

• Positive culture

• Conversation

• Caring and Trust

• Shared Leadership

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END !END !