EFFECTIVE FOLLOWERSHIP

Mesa Public Safety CommunicationsFebruary 2, 2011

Objectives Analyze theories of Effective Followership and

Partnering Classify followers in terms of

Quality of Thinking Active/Passive Performance Initiative Relationship Initiative

Explain how followers can become leaders by Leading Up and how leaders can develop followers to become leaders

What is Followership?

Followership is the relationship between subordinate and leader that elicits a response (behavior) from the subordinate

Why Now? Followership has only been studied as a discipline

for about three decades – but it’s important The role of followers has evolved - followers listen

to peers more than leaders Increasingly, followers will act on their own (a

movement) when leaders fail to act Everyone is a follower – good leaders must know

how to follow

Followership as a Discipline The role of follower has changed; therefore, the way

leaders viewed and valued followers had to change

How followers are viewed matters.

It is critical to a leader’s success that followers be valued as partners – collaborators.

Mistake 101 Followers will act on their own (a movement) when

leaders fail to act as they think they should

Leaders Need Followers

Without a follower, you’re just the lone nut out there

First Follower A leader without a follower is just out there It’s only when the first follower is convinced to

come in that there is a leader A person with a goal who partners with a follower is

a leader with credibility When enough followers follow, there is a tipping

point At some point, if you don’t participate, you are

outgrouped New followers follow followers and not the leader.

Why Now? Everyone is a follower – good leaders must know

how to follow About 80% of leader task-time is spent following We spend so much time following that it is about

time we thought about being good at it

You must know how to follow before you can lead. 

Followership Styles Divided into two dimensions

How do they think? (Range = Independent/Critical – Dependent/Uncritical)

How much are they engaged? (Range = Active to Passive)

Followership Styles

Alienated Follower

Not engaged in workflow, but critical thinkers 15 – 25% of workers Festering sores – point out negative, no positive Cynical Do not try as hard as they could Do it “If I have to…” Self-described mavericks, just saying what others will not Many former exemplary but disgruntled

Conformist Follower

Yes people. 15 – 25% of workers Carry out orders without question (can be bad – consider

Nazi movement, Lt. William Calley Vietnam massacre) Very engaged 20-30% of conformists are conflict avoiders Conformists can be made exemplary by thinking critically

Pragmatist Follower

Eh, not committed, but won’t make waves 25-35% of workforce Do not like to stick out, mediocre performers, survivors Fence riders, positive with one group, negative with

another, political Self-interested, not willing to take risk Rather stick with the rules than the spirit of the rules Avoiding failure more important than risking to succeed

Passive Follower

Low engagement, uncritical thinkers 5-10% of workforce Share no characteristics of exemplary followers Sheep – look to leader for all thinking No or low enthusiasm No or low initiative Seen as lazy, unmotivated or incompetent, but many just

use as a coping mechanism for supervisors who expect To improve, they need to change both dimensions or leave

Sheep as Followers: Strong instinct to follow the sheep

in front of them When one sheep decides to go

somewhere, the rest of the flock usually follows

…even if it is not a good "decision."

Leadersheep Highly intelligent animals that

have the ability and instinct to lead a flock home during difficult conditions

Exceptional ability to sense danger.

Exemplary Follower

High engagement, critical thinkers, independent Innovative, self-leaders Consistent Creative Willing to stand up to superiors, loyal no-man Devil’s advocate, asks unthought of questions But, they do get along with others They want the best for the organization and seek it

Partnering The most effective

leader/follower relationships feel like partnerships (Potter, Rosenbach & Pittman 1996)

Shared goals Assumptions

Workers do not intend to fail; will do at least enough to keep their jobs

Leaders do not intend to alienate their followers

Effectiveness of Partnering

Followers divided into two dimensions: Performance Initiative (commitment to performance) Relationaship Initiative (commitment to develop

relationships)

Politician – Pays more attention to relationships than performance – the buddy sergeant (high relationship/low performance)

Partner – Values relationships and performance – will use relationships to further performance (similar to exemplary follower)

Subordinate – does what they are told; similar to passive follower (passive follower)

Valued Contributor – works hard, quality work, but not as sensitive to relationships in the workplace (low relationship/high performance)

High Performing Teams Best ships had followers who functioned as a group Cohesion - high interaction between followers;

tolerance for differences, mutual respect Below average teams had less mutual support,

communication and coordination Supporting top leadership Initiative (Leading Up) Taking personal responsibility for team performance

Leading Up Upward Leadership

Leaders need guidance from the ranks Filling the void between your subordinates and leader

when there is a gap Proactive questioning Telling the truth, even when it’s painful Understanding the fate of your superior depends on your

actions, as yours depends on your subordinates’ actions Do what is needed without having to be asked Anticipate your leader’s needs Build that capacity in your own subordinates

Keep superiors well informed Persuade your boss when you see a better path Step up in moments where you can make a difference –

especially if your boss doesn’t see the opportunity and the risks are great in missing it

Serve each superior as if he/she were the only, but be clear about what you have communicated to each

Press your boss for elaboration, and step into the gap is the leadership is wavering

Build the foundation to allow your leader to implement policies

Convey intents downwards and interests upwards

Questions

Questions, thoughts or comments?