Followers Type Of Follower Analysis

In followership there needs to be a leader that inspires and bonds followers together as a unit moving in one direction. Today’s leader has to be more than someone that was placed in a position of authority, a person with a title and a higher salary level. A real leader is found when the behaviors and attitudes of their

The relationship between leaders and followers is clearly shown through the creative use of an extended

Through trusting interpersonal relationships staff members are empowered to discuss openly concerns and proposed solutions without consequence from the leader. It is important that followers feel comfortable with approaching the leader with complaints or concerns. Leadership demonstrating a neutral position and maintaining a non-judgmental attitude when faced with difficult situations is much easier to approach.

Leaders are the central figures in a team, and they are attributed to the largest share of blame or praise depending on the performance. New leaders in an organization are faced with many challenges on how to start making an impact and successfully lead the subordinates on the set mission. According to Kangas (2013), the key element for a new leader is to establish interpersonal links and relationships that are necessary for learning about the organization. The success of the leader and the organization as a team depends on the quality of interpersonal relationships that develop to help the leader in implementing their mission. Additionally, the influence of leaders over their followers is largely founded on the interpersonal relationship as members of a team (Kangas, 2013). Another major source of challenge for leaders in organizations is the implementation of changes that affect the existing relationships and roles in major operations. BBBSA demonstrates the challenges that can arise for new leaders in organizations in implementing changes and the effectiveness of the Leader-Member Exchange (LMX) theory in addressing leadership issues.

Leaders foster collaboration and build trust by empowering others to take initiative and responsibility (Kouzes & Posner, 2012). Within this practice, leaders focus on building a bond with their constituents, sharing information, and enabling their team to make independent decisions to meet goals. The primary goal of this practice is building trust with constituents. In addition, communicating interdependence and fostering collaboration are critical to this practice. The role of an exemplary leader is to create a connected environment where people feel supported, competent and

The book, Followership How followers are creating change and changing leaders, by Barbara Kellerman, publisher Harvard Business Press details an interpretation of followers with his or hers correlation to their managers. Kellerman portrays through her book from the leader-centric approach, which govern work on supervision and leadership. However, the book describes examples how a leader typically have power, authority, and influence over a stakeholder in settings of public, private and non-profit organizations sectors (Kellerman, 2008).

Imagine you are standing in a hall overlooking a large dance as the people below you wander in seemly random directions. That is until you look a little closer. In the beginning people will stay around the edges, wondering from group to group. But as more people began to fill the room a select few will brave the dance floor, until next thing you know everyone is there: crowding towards the middle, eyeing other's dance moves, only to later copy them. Examples like this give others a chance to see how people can be broken down into two categories: the sheep, who are the followers and those who later stepped onto the dance floor, and the shepherds, of who are the leaders, the ones who mindlessly entered the center of attention. Scenarios like

One of the strengths of this approach is that it highlights that leaders and followers mutually affect each other, making leadership an interactive activity that is not restricted to only a formal leader. At the same time this approach lacks wide empirical research, specificity and conceptual

Effective followership is an essential component of effective leadership in that, without good followers, the leader’s work is difficult and cumbersome. The role of the follower is many times understated. As illustrated by Kelley (1998), “effective followers are thinkers; energetic and assertive, self-starters, independent problem solvers, and carry out their tasks with these characteristics (p. 143). Effective followers also are characterized by their ability to perform tasks with little supervision, their intelligence, and ability to think for themselves. We are all followers, even those who consider themselves leaders; so to encourage this effectiveness in others; we must be role models for those under us, so that they may also be effective at following. Chaleff (2009) observed that “all important social accomplishments require complex

Followers help leaders manifest their vision. Successful followers (supporters or team members) come in a wide variety of personal characteristics. There are people who may be good followers who do not make good leaders or even want to be leaders, but there are no good leaders who are not good followers. A good leader was once a follower. Without followers there is no leadership in any organization. Leaders can develop effective followers as followers develop effective leaders. The performance of followers and leaders of an organization are variables that depend on one another. Both roles are proactive together they can

The role of the follower and the quality of the relationship itself are informally negotiated between followers and their leaders over time (Gils, Quaquebeke, & Knippenberg, 2009). Based on the LMX theory, leaders build a special relationship with an inner circle, or “in-group”, of followers, who often get high levels of responsibility and access to resources. The in-group members work harder and are more committed to task objectives. They are also expected to be totally committed and loyal to their leader. Conversely, other followers fall in the “out-group" and are given low levels of choice or influence. Aggression, sarcasm and a self-centered view are qualities seen in the out-group. The quality of the LMX relationship varies and is better when the challenge of the job is extremely high or extremely low (Graen et al., 1982).

2. Followership should be viewed as an active skill that must be developed in order to be considered an effective follower. According to the Air and Space Power Journal (Winter 2004), followership is considered a discipline that when viewed from a professional perspective is considered both an art and a science, requiring a balance between the development of skills and the understanding of followership roles within a professional

The study in to the area of followership has been overshadowed by leadership for many years, and continues to lack in research studies to examine this important topic. American culture may be partly responsible for “follower” having a negative connotation. Sayings like “always a leader, never a follower” help to reinforce this idea. Leaders are looked upon as an elite class, while followers are viewed as people who did not achieve.

The table below (Babou, 2008) summarizes the leadership behaviors that the SLT presumes are appropriate to the various stages of follower readiness. Each quadrant of the Leadership Behaviors chart corresponds to the same quadrant in

Chapter one portrays the importance on followers and provides some insight and labels different types of followers. Riggio et al (2008), provides examples on the various styles of individuals as followers, for instance, the sheep, the yes-people, the alienated, the pragmatics, and the star followers. Furthermore, these classes of followers provide a better understanding to leaders on why one performs in an organization.