Followers and Followership

1. Followers and Followership AGED 3153

2. Thought for the day… “A river without a bank is a large puddle.” ~Ken Blanchard

3. Why is it important to discuss followers? • Individuals shift in and out of leader and follower roles • Everyone is a follower at one time or another • Leaders are influenced by actions, attitudes and skills of followers • Leaders must adjust style to the situation, including followers (contingency theories)

4. Why discuss cont. • Northouse’s definition requires reciprocity and the mutual exchange of influence. • Followers require many of the same qualities as leaders • Performance of followers, leaders and the organization depend on one another. • Trend toward empowerment of team members

5. Example • US Navy study found that outstanding ships were those staffed by followers who supported leader but also took initiative and did not avoid raising issues or concerns • Commander Michael Abrashoff of USS Benfold said “the highest boss should be the sailor who does the work – not the person with the most stripes. • Whiteside, D.E. (1985)

6. Follower treatment Grassroots Leadership Video

7. Styles of Followership • Robert E. Kelley (1992) • Describes 5 styles of followership: • Alienated • Effective • Passive • Conformist • Pragmatic Survivor

8. Styles cont. • Styles categorized according to two dimensions: • Critical vs. dependent thinking • Passive vs. active behavior

9. Independent, Critical Thinking P a s s i v e Ac t i v e Pragmatic Survivor Dependent, Uncritical Thinking

10. Alienated Follower • Passive, yet independent thinker • Previously effective • May have experienced setbacks or frustration • Capable, but focus on shortcomings of organization • Cynical • Does not contribute to solving problems

11. Conformist • Active, but dependent, uncritical thinker • Carries out orders • Participates willingly • Concerned with avoiding conflict • “Goes along to get along”

12. Pragmatic Survivor • Has qualities of all four • Changes style depending on situation • Uses whatever style benefits his/her position • Avoids risk and foster status quo • 25-35% tend to be pragmatic survivors • Ex. – government appointees

13. Passive • Passive and uncritical thinker • Lacks initiative and sense of responsibility • Needs much supervision • Leaves thinking to leader

14. Effective Follower • Active and Critical thinker • Has courage to initiate change • Open to risk and conflict to reach goals • Serves best interests of organization • Committed to something larger than themselves • Works toward positive impact

15. Leader’s Role in Developing Effective Followers Manz & Sims’ (1987) Self Management Leadership: • Lead others to lead themselves (support, empowerment) • Use self-directed teams • Empowerment • Act as coach and mentor • Provide encouragement and support • Encourage critical, independent thinking • Provide ample information to perform

16. The Leader's Challenge - To make people's strengths effective and their weaknesses irrelevant. ~Peter Drucker

17. The Power of Followers Leaders are almost never as much in charge as they are pictured to be; followers are almost never as submissive as one might imagine. The state of mind of followers is a powerful ingredient...leadership is conferred by followers. ~ John Gardner

18. References • Daft, R. (2002). The Leadership Experience, Chapter 7 • Hegarty, Ch. (1985). How to manage your boss. NY: Ballantine. • Kelley, R. E. (1992). The power of followership. NY: Doubleday. • Manz, C. & Sims, H. (1987). Leading workers to lead themselves: The external leadesrhip of self-managing work teams. Administrative Science Quarterly, March, 106-129. • Rost, J. (1993). Leadership for the twenty-first century. Westport, CT: Praeger. • Vecchio, R.P. (2000). Organizational behavior: Core concepts. Fort Worth: Dryden Press. • Whiteside, D. E. (1985). Command excellence: What it takes to be the best! Dept. of Navy. Washington, DC. • Yukl,, G. (2001). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall.