Followership
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Basic function of Leadership
“The function of leadership is to produce
more leaders, not more followers.”
Ralph Nader
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. 7.1 Followership Styles
Ex
Independent, critical thinking
Alienated
Effective
Pragmatic
Survivor
Passive
Passive
Active
Conformist
Dependent, uncritical thinking
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Critical 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 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 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 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 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 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
Followership
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
Followership
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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. 7.2 The Maturity Continuum
Ex
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Sharpen the Saw
Interdependence
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6 Synergize
Seek First to
Understand Then to
be Understood
PUBLIC
VICTORY
Think win-win
4
Independence
Put First Things First
3
PRIVATE
VICTORY
Be Proactive
1
2
Begin with the
End in Mind
Dependence
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Sources of Follower Power
Personal Sources
– Knowledge
– Expertise
– Effort
– Persuasion
Position Sources
– Location
– Information
– Access
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. 7.3 Ways to Influence Your
Leader
Ex
Be a Resource for the Leader
Help the Leader Be a Good
Leader
Determine the leader’s needs.
Zig where the leader zags.
Tell leader about you.
Align self to team purpose/vision.
Ask for advice.
Tell leader what you think.
Find things to thank leader for.
Build a Relationship
View the Leader Realistically
Ask about leader at your
level/position.
Welcome feedback and criticism.
Ask leader to tell you company
stories.
Give up idealized leader images.
Don’t hide anything.
Don’t criticize leader to others.
Disagree occasionally.
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. 7.4 Rank Order of Desirable
Characteristics
Ex
Desirable Leaders Are
•
•
•
•
Honest
Forward thinking
Inspiring
Competent
Desirable Colleagues
(Followers) Are
• Honest
• Cooperative
• Dependable
• Competent
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. 7.5 The Feedback Process
Ex
1. Observation
Follower misses
deadlines
repeatedly.
4. Development
2. Assessment
Follower given
training in selfmanagement, team
allocated work based
on personal skills.
Follower lacks
selfmanagement
skills.
3. Consequences
Team members resent
delays to team
projects.
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Optimizing 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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Dialogue
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
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Leading Others to Lead
Themselves
• 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 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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6 Practices of Communities
•
•
•
•
•
•
Building proper Foundation of team
Inclusivity
Positive culture
Conversation
Caring and Trust
Shared Leadership
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END !
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