Followership

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Chapter 7

• Followership

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Chapter Objectives

• Recognize your followership style and take steps
  to become a more effective follower.
• Understand the leaders role in developing
  effective followers.
• Apply the principles of effective followership,
  including responsibility, service, challenging
  authority, participating in change, and knowing
  when to leave.
• Implement the strategies for effective
  followership at school or work.
• Know what followers want and contribute to
  building a community among followers.

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Critical and Uncritical Thinking

• Critical Thinking
• Thinking independently and being mindful of the
  effects of ones own and other peoples behavior
  on achieving the organizations vision.
• Uncritical Thinking
• Failing to consider possibilities beyond what one
  is told accepting the leaders ideas without
  thinking.

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Ex. 7.1 Followership Styles
Independent, critical thinking
Alienated (setbacks/ obstacles
Effective (persoanl/ willingness to act)
Pragmatic Survivor Avoids risk/ fosters the
status quo/ self serving
Passive (No participation)
Active (participate)
Passive No initiative/ no responsibility
Conformist Not a critical thinker Avoids
conflict/ soldier
Dependent, uncritical thinking
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Demands on an Effective Follower

• Courage to assume responsibility
• Courage to serve
• Courage to challenge
• Courage to participate in change
• Courage to leave

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Ex. 7.2 The Maturity Continuum
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Sharpen the Saw
Interdependence (leadership role)
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Seek First to Understand Then to be Understood
Synergize
PUBLIC VICTORY
Think win-win
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Independence (include others)
Put First Things First
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PRIVATE VICTORY
Begin with the End in Mind
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Be Proactive
Dependence (individual)
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Sources of Follower Power

• Personal Sources
• Knowledge upward influence/ has value
• Expertise influence decisions because of
  knowledge
• Effort put forth more than expected/ over
  achiever
• Persuasion direct, past accomplishments,
  truthful
• Position Sources
• Location Corporate office, influence many
  people
• Information flow of data to many
• Access network/ relationships

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Ex. 7.3 Ways to Influence Your Leader
Help the Leader Be a Good Leader Ask for
advice. Tell leader what you think. Find things
to thank leader for C H/H A make leader look
good .
Be a Resource for the Leader Determine the
leaders needs. Zig where the leader zags. Tell
leader about you. Align self to team
purpose/vision. Be eyes and ears
Build a Relationship Ask about leader at your
level/position. Welcome feedback and
criticism. Ask leader to tell you company
stories. Perform passionately with success
View the Leader Realistically Give up idealized
leader images. Dont hide anything. Dont
criticize leader to others. Disagree
occasionally. Support with data
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Ex. 7.4 Rank Order of Desirable Characteristics

• Desirable Leaders Are
• Honest
• Forward thinking
• Inspiring
• Competent
• Trustworthy
• Passionate
• Humble
• Perseverance
• Integrity
• Ethical
• Risk takers
• Confident
• Communicators
• learners
• People person

• Desirable Colleagues (Followers) Are
• Honest
• Cooperative
• Dependable
• Competent/ hard working
• Truthful
• Loyal
• Trustworthy
• Ethical
• Integrity
• Communicators
• Learners

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Ex. 7.5 The Feedback Process

• Observation
• Follower misses deadlines repeatedly.

• Development
• Follower given training in self-management, team
  allocated work based on personal skills.

• Assessment
• Follower lacks self-management skills.

• Consequences
• Team members resent delays to team projects.

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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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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