Fred Mairino

Today’s potential leaders who have enhanced there skill with education in leadership, believe in the elements that they 've learned. The rational, technical reducible in today 's marketplace could be ill-equipped without the proper motivation and mentoring because motivation of followers isn 't created out of thin air. It’s accomplished by aligning individuals and members who take pride in their contributions and have an understanding of shared goals and values.

Each leadership style from the three supervisors affects the motivation of their respective subordinates in different ways. Carol’s style has created a group of motivated employees with Art and Bob’s groups left lacking motivation.

Casse, P. (2014b). The new drivers of leadership. Training Journal, p. 29. Retrieved from academicguides.walden.edu/library

Management has changed significantly over the past 50 years. The role of leaders in an organization is an ever changing thing. At one point, a manager was also the owner of the company, and thus used a carrot and a stick to get his employees to work, just like a parent personally invested in the raising of their child. Not anymore. Nowadays, leaders are there to “serve” their employees. The focus is on motivating the individual, achieving organizational goals by integrating each and every individual into the system. We no longer rely on a one size fits all approach, and management theory is no longer focused on having a winning philosophy, or motivating large groups.

When a manager monitor and evaluate the performance of an employee, the manager might realise the talent the employee has and how this talent could contribute the overall performance of the organisation. Organisations seek to retain good performers. One of the methods used is career development. An employee could be transferred from one department to another where he/she could contribute to the success of that department at a higher level of performance. Developing an employee’s career could, also, mean enhancing their competence within the context of their position and department.

Kellerman, B. (2008). Followership How followers are creating change and changing leaders. Boston, Massachusetts: Harvard Business Press

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

Within todays ever-changing working society, training and development is a key part within any organisation. Employees are the main capital within organisations which suggests

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

Leaders are expected to lead and followers expected to follow- but are the two really that different? Not really. This paper focuses

This theory explains that motivation is based on the value of the reward that the employee seeks. The greater the value of the reward or goal, the stronger the employee is driven to perform. Not everyone in CWC wants to develop their career goals to move up the ladder but many do and the training, developing and mentoring of those that seek this kind of development have a high value on the future roles and promotions. The leadership team together with human resource team need to evaluate the opportunities we have with increased training and development for the employees. Also they need to understand the consequences of not escalating this to a higher priority for the health and future of the company. Employees that do not see support for development will be de-motivated, complacent and possibly

Training transfer means that learners are able to “transfer” their knowledge and skills learned in a training session back to their jobs. The importance of training transfer cannot be overemphasized. Organizations spend billions of dollars each year on training, yet only a fraction of that investment results in improved performance if training transfer is not supported by stakeholders (i.e. any individual or group that has a “stake” in the transfer of training). These include managers, peers, customers and the employer. Stakeholders also assume responsibility for supporting transfer.The goal of training is not simply to gain knowledge and skills, but to transfer learning into performance, which in turn leads to improvements in agency results. Training transfer is not an event; it is a dynamic and complex process that requires planning. The use of effective transfer of training principles can help maximize the effectiveness of training

Leadership has become overly romanticized by popular culture, leaving little research and attention to followership (Meindl). This focus on leadership has left a deficit in the development of

Given that, top performers need to know how to get to where they want to be in the organization, and direction needs to be supplied. The simple truth is, when a company lacks the ability to show the individual a path of progression in order to move forward, it can be detrimental to the organization bottom-line, as turn-over affects the profits of an organzation. The result is employees will disengage and will seek other opportunities of employment elsewhere. As a final point, providing staff with a career path is similar to creating a psychological contract for an employee to stay employed with the company. By companies investing in the employee’s growth and development, they will grow in to a loyal employee and stay with the corporation. Creating a path for an employee increases employee retention. This creates a strong sense of purpose for the individual; they become connected to the organization, as they desire to be a part of the bigger picture (Gupta).

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.