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Thesis of the Followership Theory The chapter on Followership theory has emphasized on the definition followership, role of followers, and it 's relationship to leadership. According to the study by Uhl-Bien et al. (2014), leadership without followership is pointless. The correlation between leadership and followership results in leadership process, which occurs as a result of contribution between the leader and the followers. Despite other scholars who focused on leadership concepts and theories, Uhl-Bien et al. (2014) focus has been on defining fellowship from two aspects: "followership as a rank or position and followership as a social process". In Role theory approach, followers play the role of subordinates, which can be formal or informal. …show more content…
(2014), argues that there are different views and definitions, when it comes to followership theories, hence it makes it difficult to understand the true essence of it. In the role-based theory, we don 't look at the followers as individuals without any power and authority. In contrast, we study their contribution to the leadership and its impact on the organization. In role-based theory, followers ' characteristics and behavior can be positive or negative depending on the style of the leadership, which ultimately can impact the outcome of the leadership and leader 's actions. In constructionist view, Uhl-Bien et al. (2014) have focused on the leadership as a process that is co-created through leading and following. This theory defines the significant role of the followership and the dynamic relationship between the leader and the followers. When we focus on the followership theory, there are certain variables such as followership characteristics, leadership characteristics, followership and leadership behaviors, and followership outcomes that we have to consider in order to understand the importance of the …show more content…
Some scholars have categorized followers based on their behaviors and roles under different leadership styles. The benign followers serve their leader without questioning their actions, which can have a destructive outcome. If subordinates blindly follow bad leaders, it defines that they lack the insight to distinguish between good and bad leader. While some followers are there to serve their leader 's ego, malevolent followers are seeking opportunities to defeat the leader and take over his role out of greed and envy (Uhl-Bien et al., 2014). The followers play different roles to improve the follower-leader relationship. Some followers play the interactive role by supporting the leader. This role can have a positive or negative impact depending on the leadership. The followers who play the independent role are independent with high level of competency to complement the role of the leader. During the leadership process, the role of the leader and the followers can change depending on the situation, which has been defined as a shifting role. The followers play a key role in the leadership process, which can be very influential and powerful. The followers have to be aware of their leader 's practice and use of power to avoid pitfalls as a result of misuse of power by the leaders. Uhl-Bien et al. (2014), identified four types of leadership
Leadership describes a characteristic that often helps others that need guidance. A true leader exemplifies strong initiative and notably different from others. A leader starts something new for people to try out instead of old traditions. Being a good leader helps prevent bad things from happening. If a person conducts themselves as a follower that person places themselves at risk of participating in the wrong thing. Followers cause harm to many people in Shirley Jackson’s “Lottery”, the villagers follow their leaders by practicing the same old traditions that cause harm or even death. People need leaders instead of followers. Followers potentially get hurt by following the wrong leadership.
Küpers, W. (2007). Perspectives on Integrating Leadership and Followership. Retrieved 4 22, 2014, from International Journal of Leadership Studies: http://www.regent.edu/acad/global/publications/ijls/new/vol2iss3/kupers/kupers.htm
My impression of leadership is the ability to motivate, inspire, set a visualization, connect, and lead by example. To become a successful leader you have to be able to convince your followers that you are trustworthy of being followed. During this semester, we have learned many, if not all of the major leadership theories and how they play a role in our everyday lives. But personally, a few of these leadership models caught me and intrigued me the whole semester so much that this paper is going to predominately be referenced about them. For example, the proposed framework that organizes leadership theories based on each theory 's focus and approach. Focus is referred to as whether or not leadership is viewed as a set of traits or actions.
It seems self-evident that one cannot be a leader unless he or she has followers; put differently, one cannot hold a leadership role unless others are prepared to hold followership roles. These roles are more or less symbiotic - done effectively, each role can support and benefit the other. Nevertheless, the term “follower” has acquired a negative connotation, and leadership is generally considered to be the pinnacle to which we should all strive in our working lives, if not our personal lives as well. However, thanks to the work of authors such as Robert E. Kinney, who introduced the concept of followership, the characteristics, roles and paths of followers now receive increased attention. Kinney’s groundbreaking article, “In Praise of Followers”, appears along with the work of other authors on followership in The Leaders Companion.
Leadership has been defined in different ways, a definitaion of leadership that would be most commonly accepted would be “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization…”(House et al., 1999, p. 184 as cited in Yukl, 2013, p. 19). After a comprehensive review of different leadership literature, Stogdill (1974, p. 259, as cited in Yukl, 2013, p. 18) concluded that “There are almost as many definitions of leadership as there are persons who have attempted to define the concept." Leadership can be viewed from two different angles one is shared influence process and other as a specialized role. Researcher who view leadership as a specialized role consider attributes as a factor in selecting a designated leader. On the contrast, theorist who emphasises on influence process considers “Leadership” as a social process or a pattern of relationship.
Barbara Kellerman is a unique theorist – she was one of the first theorists to focus the bulk of her research on something overlooked by other researchers: followers. Kellerman (2005) sees leadership in a way few others do: as a relationship that exists between leaders and followers and the context in which that relationship operates. By that logic followership must be an extension of leadership, rather than a result of it.
Reicher, S., Haslam, S., & Hopkins, N. (2005). Social identity and the dynamics of leadership: Leaders and followers as collaborative agents in the transformation of social reality. Leadership Quarterly, 16, 547-568. doi:10.1016/j.leaqua.2005.06.007
A characteristic of a person who tends to help facilitate people to achieve a certain task describes leadership. By motivating and directing individuals, a leader tends to have a major effect on a group of individuals. Leaders can be harsh and commanding, but they can also be accepting and encouraging. However, both styles of leadership have a major affect on the group of individuals and the nations they rule, either positive or negative. For instance, an authoritarian leadership style is when one person rules an entire nation alone and decides what is good or bad for the country without any input from other executives.
The first type are compulsive leaders, of which Moses is an example. They pursue perfection to an extreme, are workaholics and try to control and maintain order in every area of life. Comprising the second type, narcissistic leaders, such as King Solomon, are driven to succeed by a need for admiration. They are self-absorbed by their own image and often pursue their own needs without restraint. Third, the paranoid leaders, like King Saul, are afraid, hostile, and suspicious of anything or anyone that will undermines their authority. They tend to be hypersensitive in their reactions, jealous of other gifted people and are deeply insecure about their abilities. Fourth, the co-dependent leaders, such as Samson, are compulsively dependent on something or someone and obsessively worry about the feelings of others. They hold unrealistic standards that are impossible to attain, and thus suffer from a constant sense of failure and self-blame. Finally, the passive-aggressive leaders, like Jonah, are prone to short outbursts of intense emotions, impatience and impulsivity. Such a leader resists demands to adequately perform tasks, which stems from a fear of failure. The descriptions of these negative leadership styles are given to help us identify the inclinations and propensities of our own dark sides.
Ivey Business Journal. (n.d.). Followership: the other side of leadership. Retrieved January 14, 2014 from http:iveybusinessjournal.com/topics/leadership/leadership/followership-the-other-side-of-leadership#.UtbFeaFMHIU
Discuss the role of leadership and how it can impact organizational performance. The role of leadership is the most important part of an organization. Leadership is having the ability to influence people to trust, believe and follow the vision. There are several different types of leadership styles such as transactional, leader- member exchange, and authentic to name a few. Transactional leadership appeal to an employee’s self-interest which involves motivation in some way to get the employee to do what is needed. This leader mostly deals with employees achieving a goal, then being rewarded for accomplishments. “Leader-member exchange suggests that leaders develop different relationships with each of their subordinates through a series of work-related transactions.” (Hellriegel and Slocum, 2011, p.323) This leadership is a type of bonding between leader and employee or obligation to each other. Authentic leadership deals with a person’s knowledge of self, their beliefs, values, and acting on a clear faith system through honesty and communication with employees. This leadership is more personal than the others because it pulls from an individuals’ personal belief value system.
However, each of the behaviors can be used individually or collectively as different situations call for different behaviors (Whitener, 2007). Follower characteristics describe how an individual will interpret a leader's behavior during tasks, and task characteristics describe the type of task the follower is given (Whitener, 2007).... ... middle of paper ... ...
Effective leaders use a variety of relationship-oriented behaviors and attitudes. Leaders must instill values and vision to their followers. Leaders who believe in the mission of the organization will also use efficient values that resonate with members. These values will lead others to act in the same manner of the overall company mission, vision, and values statements. For this reason, relationship-oriented leaders will put all components in writing. Leaders must align people from all departments and all work positions for the best effect. Focusing on “pulling people together” can be a difficult option but one that will lead to the efficient alignment of all employees/followers. Followers must know and feel comfortable enough to have their opinions (Dubrin, 2013). A relationship-based leader is great at letting others know that they have an open-door policy and mean it. Inspiration from a leader is necessary as creates innovation and productivity. Maslow’s theory suggests that people have sets of needs that must be met to be successful. A relationship-oriented leader focuses a follower’s need “for achievement, personal growth, a sense of belonging, recognition, self-esteem, and a feeling of control over one’s life” (Dubrin, 2013, p. 117). Relationship-oriented leaders give emotional support and encouragement by allowing others to participate in decisions, displays frequent praise for accomplishments and improves morale.
This theory shapes followers into future leaders by providing them a freedom to control their behavior, elevates followers’ concerns from physical to psychological needs, and inspires subordinates to consider a group rather than self-interests and communicates designed outcomes to let subordinates perceive changes as wealth while. Transforming leadership has an elevating effect on both sides, leader and the led, because it improves the level of conduct and human interaction.
Another author that has investigated the followership topic but asserts a few qualifications between her work and others is Kellerman. She characterizes her work as more descriptive than prescriptive as she considers there must be such a variety of variables impacting the followers behaviors that it is hard to be instructive. According to Kellerman (2008), there are two conceivable definitions about followers: “Followers can be defined by their rank: They are subordinates who have less power, authority, and influence then do their superiors”. And “followers can also be defined by their behavior: they go along with what someone else wants and intends”. Kellerman (2008) uses rank and behavior as determinants to characterize followers, focusing