Conclusion We have explored followership, the one common denominator we all share as members of our culture, by briefly examining plausible competencies germane to effective following. Leader priorities become follower priorities.
Kelley argues that effective followers tend to be highly participative, critical thinkers. Interestingly enough these traits could be applied to good leaders as well.
One researcher noted increasing pressure on all kinds of organizations to function with reduced resources. Performance initiative, a commitment to the highest levels of effort, includes the following: Followers invite honest feedback and share plans and doubts.
I was very loyal to people who appointed me, people who were under me, and my associates. Contributors Lt Col Sharon M.
How do we know this? I just loved being in the army. The "politician" possesses interpersonal qualities that might be misdirected and underappreciates job performance.
The leader transmits those items of concern by many means—some directly but others indirectly or according to context. Kelley characterizes the other three follower types table 1 as follows: Schein, Organizational Culture and Leadership, 2nd ed. Tracking progress can occur through both formal and informal feedback.
Can any organization really afford to have a bona fide laissez-faire manager at the helm when the head office or major command mandates an overnight overhaul? It implies an active mental debate with things or events that we could otherwise process at face value.
If the needs of the followers are met than it is more likely that the relationship and interactions between leader and follower will produce an increase of LMX from the followers.
Competent followers have the skills and knowledge that they need to accomplish the goal of the team and organization. Some of us are more empathetic than others because of early socialization, emotional disposition, etc.
While we know from prior research that changing managers is not necessarily the best way to increase performance, the sacking of managers is a common ritual.Recent research is looking at followers' (and others') images or stereotypes of leaders (commonly known as implicit leadership theories).
LMX focuses on the interactions between leaders and followers and understands that it is these interactions that are the center of the leadership process (PSU WC, L1, p. 7). Under this theory leaders differentiate their followers based on their perception of their follower’s competence/skills, trustworthiness, and motivation to assume greater.
Developing dynamic followership is a discipline. It is jointly an art and a science requiring skill and conceptualization of roles in innovative ways—one perhaps more essential to mission success than leader development. Servant Leadership, Followership, and Organizational Citizenship Behaviors in Emergency Communications Centers: Implications of a National Study It might provide insight into perceptions of meaningful work and relationships among servant leaders and followers in this.
A significant portion of leadership research has focused on the leader as the pivotal actor, emphasizing identification of the key actions, attributes, attitudes, or approaches that influence and/or persuade followers (Bass,Kouzes and Posner,Meindl,Yukl, ).An example is the recently developed theory of authentic leadership.
From Perception to Strategy: How Followership Theories Influence Leaders’ Behaviors Contemporary leadership research has focused on leader behaviors, follower perspectives, and the leader-follower relationship, but.Download