1 followership. 2 a closer look… so, what are the complexities?
TRANSCRIPT
11
FollowershipFollowership
22
A closer look…
So, what are the complexities?
So, what are the complexities?
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: The role of leaders of culture: The role of leaders
and followers.”and followers.”
55
Basic function of Leadership Basic function of Leadership
“The function of leadership is to produce more leaders, not more followers.”
Ralph Nader
Dimensional Model Dimensional Model
88
99
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.
1010
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
1111
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
1212
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
1313
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
1414
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
1515
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.
1616
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.
1717
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
1818
Sources of Follower PowerSources of Follower Power
Personal Sources– Knowledge– Expertise– Effort– Persuasion
Position Sources– Location– Information– Access
1919
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.
2020
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
2121
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
2222
DialogueDialogue
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
2323
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
2424
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
2525
6 Practices of Communities 6 Practices of Communities
• Building proper Foundation of team
• Inclusivity
• Positive culture
• Conversation
• Caring and Trust
• Shared Leadership
2626
END !END !