Post on 24-Dec-2015
Questions to Consider
How does a follower effectively support a leader and relieve pressures?
How does a follower become a shaper rather than simply an implementer?
How does a follower contribute to leadership development rather than become a critic of leadership failings?
Resistance to Being “A Follower”
Cultural bias towards leaders
Confusion between follower as personality type and follower as role
Desire for egalitarianism
Lack of positive models of followership
Followers…
Must understand their own power and how to use it.
Must appreciate the value of leaders and cherish the critical contributions they make.
Understand the seductiveness and pitfalls of the power of leadership.
A Dynamic Model of Followership
Balances and supports dynamic leadership
Embraces rather than rejects the identity of follower because the model speaks to our Courage Power Integrity Responsibility Sense of Service
Courageous Followership
Built on the foundation of courageous relationship. Courage to be right, be wrong, or to be
different from each other. Danger in the leader-follower model is the
assumption that the leader’s interpretation must dominate.
Stay true to own light while helping leaders follow theirs.
How do you establish and maintain a true relationship with a leader?
Purpose Not Person
Followers & leaders both orbit around the purpose.
Without purpose, leaders and followers only pursue their perceived self-interest, not their common interest.
Shared values validate the purpose and how it will be achieved.
The Paradox of Followership
Responsible for own actions.
Share responsibility for the actions of those whom we can influence.
Followers are accountable for their leaders. Support & help
correct actions.
What Creates Partnership?
Shared Purpose Competence Support Trust Courage Constructive
Confrontation
Why Do Leaders Need Partners?
Visibility & pressures intensify as a leader rises
Flaws magnify as a leader rises
A Leader’s Actions have greater impact
Johari’s Window
OpenAwareSelf
BlindSelf
UnknownPotential
Self
HiddenSelf
Known to Others
Not Known to Others
Known to Self
Unknown to Self
Developed by Joseph Luft & Harry Ingham
Who Does a Follower Serve?
Shares a common purpose with the leader
Believes in what the organization is trying to accomplish
Wants both the leader and the organization to succeed
Is a steward of the resources an organization
Loyalty of a Follower
To the purpose of the organization and to helping each other (leader and follower) stay true to that purpose.
Power in the Relationship
Power that resides entirely on the leader is not good for the follower or the leader.
Followers do not think for themselves & fail to take appropriate actions.
Critical for follower to connect with their power and learn how to use it.
Value of the Follower
Interdependent with not dependent on the leader
Self motivated not leader motivated
How well does the follower help the leader & organization pursue their common purpose within the context of their values.
Followership Styles
Implementer Partner
Resource Individualist
High Support
High Constructive Challenge
Low Support
Low Constructive Challenge
Courage of the Follower
Willingness to consciously raise the level of risk.
Honest dialogue creates vitality.
Willing to ask questions without fear.
Sources of courage? Develop the courage
muscle.
Balance through Relationship
Leaders are the flame that ignites action.
Followers are the guarantors of the beneficial use of that power.
Followers provide balance if they can stand up to leaders. Two essential elements of relationship: Develop Trust Use that trust to speak
honestly when appropriate.
Mature Relationships
Must confront a power leader about immature behavior.
Must be able to respect the accomplished adult, preserve the self-esteem and challenge the immature behavior.
Difference in Elevation
70% of followers will not question a leader’s point of view even when they feel the leader is about to make a mistake.
WHY? “King’s Disease”—
leaders lose touch with reality.
Finding Equal Footing
We are not our titles. Must be willing to look
a leader in the eye and credibly deliver our observations.
See the leader as a person.
“How can I help this fellow human being whose lot has been cast together with mine.”
When the Leader Is Not Equal
Deal with our own feelings
Cover for the leader or let the leader appear unprepared?
Increased workloads Resentment can run high Service to the
organization must be the guiding principle
Trust & Reliability
Single most important factor on which followers evaluate a leader.
Reliability is used when speaking of follower. A leader needs to experience both trust and competence in a follower.
Trust can change rapidly. Take aggressive efforts to
find out why.
Finding the Courage to Speak
Values Purpose Care for the
Institution or Unit Care for the Leader Professional
Standards Certainty of Data Other?
Strategies & Techniques for Giving Feedback
Make sure “own house is in order”
Prepare thoughts/data
Arrange appropriate time & place
Identify specific behavior/policy
Link to what the leader values
Strategies & Techniques for Giving Feedback
Report its impact and consequences
Convey the depth of feelings
Remain respectful and forthright
Confirm support for the leader
Leader and Follower Obligations
A good leader listens The leader is under no
obligation to accept feedback
Follower has an obligation to repeat feedback if warranted
A good follower finds effective ways to communicate
5 Dimensions of Courageous Followership
Courage
To…
Assume Responsibilit
y
Take Moral
Action
Serve
Challenge
Participate in Transformatio
n
“Followership is a discipline of supporting leaders and helping them to lead well. It is not
submission, but the wise and good care of leaders, done out of a sense of gratitude for
their willingness to take on the responsibilities of leadership, and a sense of hope and faith in
their abilities and potential.”
Reverend Paul Beedle