The Leader – Follower Partnership: It’s a New Day
Many people make mistake to separate leaders and followers. I think that no matter what position one has within an organization, he/she is. The Leader-Follower Relationship: Practitioner Observations. Leadership Advance Online- Issue VI Winter by Don Grayson & Ryan Speckhart. “If you' re. When the topic of management comes up, the thought of a leader and what defines a good leader comes up. The first thought is for the.
And the organization, if it wishes to be sustainably successful, has an equal obligation to create the environment for them to safely do so. No matter how much partnership and empowerment there is, the CEO has ultimate authority and responsibility. The most capable team members fail when they gripe about their leader but do not say or do anything to help him or her improve or get back on track. To do this requires both courage and skill. The movement away from command and control leadership has brought new leadership styles that are more democratic and coach-like.
There are also new ways of interacting in the follower role.
Relationship Between Leaders and Followers: A Brief Discussion | Pham Blogger
Setting aside possible aversion to the term, the new flatter business organization requires more responsible followers and more follower-friendly leaders. Managing the Boss It is difficult to appreciate the pressures on the leader unless you have had that position. While ego-strength is a quality to be desired in a leader, it can be overly reinforced and transformed into ego-driven.
The pressures at the top need to be managed. Courageous followers help leaders stay on track and manage their decision-making processes in the right direction. Responsible and effective followers have a critical role in maintaining the desired partnering dynamics.
- The power of the leader follower relationship
Many executive team members do some of these things quite naturally. But often they are hesitant to speak up when the leader makes mistakes, whether they are made from the best of intentions or the worst.A Leader and A Follower
This has led to a relationship in which the follower avoids jeopardizing their chances of obtaining these rewards. Hence, the follower tends to do what the leader wants and, just as important, not offend or create a negative impression of themselves.
A relationship based on this kind of power does not serve the organization, the leader or the follower because it shuts down the open flow of communication and candor a leader needs in order to optimize their effectiveness.
After all, who will tell the emperor he has no clothes? Chaleff sees a very different kind of relationship between leader and follower. When both the leader and follower are focused on the common purpose a new relationship between them arises.
This new relationship is candid, respectful, supportive and challenging. It is a relationship that honors open communication, honesty and trust from both parties. Being aware of all the facts or data is crucial for effective decision making. And yet, in too many situations, followers are reluctant to present negative information for fear of repercussions.
And why, in those situations, did people not step up and state their misgivings? In an environment where the focus of both leaders and followers is on serving the purpose of the organization these problems are far less likely to occur.
In such an environment, followers would be giving full voice to their concerns and instincts and leaders would welcome, value and pay attention to them. The Job of Effective Followers The sooner we recognize and accept our powerful position as followers, the sooner we can fully develop responsible, synergistic relationships in our organizations.
According to Chaleff, there are three things we need to understand in order to fully assume responsibility as followers. Understand our power and how to use it. As followers, we have far more power than we usually acknowledge. We have a unique vantage point as follower or team member, but we have to know that and use it.
We need to understand the pressures upon the leader that can wear down creativity, good humor and resolve. Work toward minimizing the pitfalls of power by helping the leader to remain on track for the long-term common good.
We are all witness to how power can corrupt, and it takes courage and skill to speak up.
The Leader – Follower Partnership: It’s a New Day
We can learn how to counteract the dark tendency of power. Feedback to the leader is necessary for the new leadership styles to be effective.
The Five Dimensions of Courageous Followership Chaleff identifies and defines what is required of followers to become an equal partner with the leader in fulfilling the purpose of the organization.
The Courage to Assume Responsibility — Courageous followers assume responsibility for themselves and the organization.
They do not hold a paternalistic image of the leader or organization, nor do they expect either to provide for their security and growth or give them permission to act.
They initiate values based action. The Courage to Serve — Courageous followers are not afraid of hard work and they assume additional responsibilities to unburden the leader and serve the organization. They are as passionate as the leader in pursuit of the common purpose. While leaders need followers for the long-term, they are required to improve their communication skill and listening ability to moving from empowerment to authorship.
That is why fairness is always an ethical key of discussion. According to Tyler, Dienhart, and Thomasemployees within an organization understand that the policy and procedure are equally applied to all. They also notice that rule breaking will be punished and rule following will be rewarded Tyler et al. Consequently, when the practice of the organization does not reflect this belief, fairness is an ethical issue that breaks the trusting and committing relationship of the followers towards their leaders.
The relationship between leaders and followers within an organizational region has many different characters to the relationship of leaders and followers across the region. In any international organization, the relationship between leaders and followers also is depending on cultural values. However, location, time, governance, and cultural disparity are still the factors that may affect international businesses.
Followers from foreign country may misunderstand the behaviors of the leaders of the company from the original nation. Perceptions of followers from different countries could also be a factor to barrier the development of the leadership and followership relationship.
The crucibles of followership. The Conference Board Review. The ethical commitment to compliance: Building value based cultures.