Followership For A Group Of International Visitors From Saudi Arabia

I was engaged in a dynamic conversation with a colleague in reference to subpar productivity of a particular office in which we work alongside. We went down the list of what the support staff (follower) were not doing, areas that lacked proficiency, and how to possibly address it. All of a sudden, my colleague stated, “Leadership is everything!” What is Leadership? What is Followership? Leadership is defined as “a process whereby an individual influences a group of individuals to achieve a common goal” (Northouse, p. 5, 2013). Followership “is the capacity or willingness to follow a leader” (Merriam-Webster, n.d.). Northouse (2013) makes it clear “that both leader and follower are involved together in the leadership process” (p. 6). Kouzes and Posner (2012) said, “Collaborating across offices to get the job done also facilitates innovation and experimentation” (p. 12). I would like to borrow there statement and interject that collaborating across global markets to get the job done has and continues to facilitate innovation and experimentation. This article will define globalization, global leadership, and explore the integral leader follower relationship from a Global perspective. Then it will address principles for competent development of global leaders. Finally, the article will offer guidance on leaders and followers from a Biblical standpoint.

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

To me “Leadership means leading people for positive outcomes”. An effective leader may have many aspects but the relationship that exists between a leader and their followers is one of the most important aspects of leadership which can determine the success quotient in any organization.

The first theme to discuss is leadership and followership style. These are the behaviors exhibited, or methods used by a leader to control or influence his or her followers and the

Followership can be defined as the willingness to follow a leader, to work effectively as a team member, and exhibit loyalty to the leaders. Cadets exhibiting followership should not be afraid to ask for help from their leaders in order to improve themselves. When a follower feels the need to voice differences of opinions, it should be done so respectively.

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 current context of work, leadership, and followership is positioned in progressively multifaceted, uncertain, and dynamic business backgrounds with multiple realities founded upon various values, priorities, and requirements. The actual encounters demanded by globalization, amplified competition, far-reaching sociocultural and technological growths, and the acceleration of changes that are conveying new intricacies for organizations (Küpers, 2007).

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).

As a good follower, I need to accept responsibility and I need to be aware of the tasks that I have to take on. I have to readily support my leader at all times and I should be able to voice my opinions to my leader in a very supportive way. Leaders can only lead an organization successfully if they have personalities that appeal to their followers. The individual reflection and big five

The concept of followership has existed for decades, but only in relatively recent times has the idea received more attention. The dictionary definition of the word followership is “the capacity or willingness to support a leader”.

The theory is characterized by transaction involving the leader and the followers. It essentially values the positive relationships that are equally mutual. The motivational aspect should be applied by the leader to align to rewarding or punishing the followers in the course of performing the set leadership roles. There is need to develop a mutual reinforcement agreement. Human beings seek to utilize memorable experiences thus, are more likely to associate with those individuals who are important to our lives. The ability of the leader to interact with people and create beneficial relationships from such engagements should be assessed during this course. Leaders should be able to transform their specific followers by inspiration and display of charismatic abilities

Additionally, these followers identify with the leader, emulating his or her behaviors and mannerisms, which help them to internalize their leader’s values and aspirations (Nahavandi, 2015).

Throughout this class, we learned that leadership can be defined in many ways by different sources. The definitions depend on many things and different variables. One way we can attempt to define leadership is through characteristics of the leader, the followers, and the situation (Yukl, 2013). Yukl, 2013 defines leadership as being “the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives” (Yukl, 2013 p.7). The character of the leader influences situations and followers in different ways. The characteristics of the followers also call for a different type of leadership style to influence them to complete that shared objective. A stern leader might influence followers to react with fear just like a charismatic leader might create a sense of euphoria from their follower.

The followership refers the guideline and direction that employees receive from their leaders. There are three key points that Kamprad uses to encourage his employees. The first point is based on the family business model, which means that the owner