Objectives
Analyze theories of Effective Followership and Partnering
Classify followers in terms of Quality of Thinking Active/Passive Performance Initiative Relationship Initiative
Explain how followers can become leaders by Leading Up and how leaders can develop followers to become leaders
What is Followership?
Followership is the relationship between subordinate and leader that elicits a response (behavior) from the subordinate
Why Now?
Followership has only been studied as a discipline for about three decades – but it’s important
The role of followers has evolved - followers listen to peers more than leaders
Increasingly, followers will act on their own (a movement) when leaders fail to act
Everyone is a follower – good leaders must know how to follow
Followership as a Discipline
The role of follower has changed; therefore, the way leaders viewed and valued followers had to change
Mistake 101
Followers will act on their own (a movement) when leaders fail to act as they think they should
First Follower
A leader without a follower is just out there It’s only when the first follower is convinced to
come in that there is a leader A person with a goal who partners with a follower is
a leader with credibility When enough followers follow, there is a tipping
point At some point, if you don’t participate, you are
outgrouped New followers follow followers and not the leader.
Why Now?
Everyone is a follower – good leaders must know how to follow
About 80% of leader task-time is spent following We spend so much time following that it is about
time we thought about being good at it
Followership Styles
Divided into two dimensions
How do they think? (Range = Independent/Critical – Dependent/Uncritical)
How much are they engaged? (Range = Active to Passive)
Alienated Follower
Not engaged in workflow, but critical thinkers 15 – 25% of workers Festering sores – point out negative, no positive Cynical Do not try as hard as they could Do it “If I have to…” Self-described mavericks, just saying what others will not Many former exemplary but disgruntled
Conformist Follower
Yes people. 15 – 25% of workers Carry out orders without question (can be bad – consider
Nazi movement, Lt. William Calley Vietnam massacre) Very engaged 20-30% of conformists are conflict avoiders Conformists can be made exemplary by thinking critically
Pragmatist Follower
Eh, not committed, but won’t make waves 25-35% of workforce Do not like to stick out, mediocre performers, survivors Fence riders, positive with one group, negative with
another, political Self-interested, not willing to take risk Rather stick with the rules than the spirit of the rules Avoiding failure more important than risking to succeed
Passive Follower
Low engagement, uncritical thinkers 5-10% of workforce Share no characteristics of exemplary followers Sheep – look to leader for all thinking No or low enthusiasm No or low initiative Seen as lazy, unmotivated or incompetent, but many just
use as a coping mechanism for supervisors who expect To improve, they need to change both dimensions or leave
Sheep as Followers: Strong instinct to follow the
sheep in front of them When one sheep decides to go
somewhere, the rest of the flock usually follows
…even if it is not a good "decision."
Leadersheep Highly intelligent animals that
have the ability and instinct to lead a flock home during difficult conditions
Exceptional ability to sense danger.
Exemplary Follower
High engagement, critical thinkers, independent Innovative, self-leaders Consistent Creative Willing to stand up to superiors, loyal no-man Devil’s advocate, asks unthought of questions But, they do get along with others They want the best for the organization and seek it
Partnering
The most effective leader/follower relationships feel like partnerships (Potter, Rosenbach & Pittman 1996)
Shared goals Assumptions
Workers do not intend to fail; will do at least enough to keep their jobs
Leaders do not intend to alienate their followers
Effectiveness of Partnering
Followers divided into two dimensions: Performance Initiative (commitment to performance) Relationaship Initiative (commitment to develop
relationships)
Politician – Pays more attention to relationships than performance – the buddy sergeant (high relationship/low performance)
Partner – Values relationships and performance – will use relationships to further performance (similar to exemplary follower)
Subordinate – does what they are told; similar to passive follower (passive follower)
Valued Contributor – works hard, quality work, but not as sensitive to relationships in the workplace (low relationship/high performance)
High Performing Teams
Best ships had followers who functioned as a group Cohesion - high interaction between followers;
tolerance for differences, mutual respect Below average teams had less mutual support,
communication and coordination Supporting top leadership Initiative (Leading Up) Taking personal responsibility for team performance
Leading Up
Upward Leadership Leaders need guidance from the ranks Filling the void between your subordinates and leader
when there is a gap Proactive questioning Telling the truth, even when it’s painful Understanding the fate of your superior depends on your
actions, as yours depends on your subordinates’ actions Do what is needed without having to be asked Anticipate your leader’s needs Build that capacity in your own subordinates
Keep superiors well informed Persuade your boss when you see a better path Step up in moments where you can make a difference
– especially if your boss doesn’t see the opportunity and the risks are great in missing it
Serve each superior as if he/she were the only, but be clear about what you have communicated to each
Press your boss for elaboration, and step into the gap is the leadership is wavering
Build the foundation to allow your leader to implement policies
Convey intents downwards and interests upwards