effective leadership lec 3 - followership

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  • EXECUTIVE LEADERSHIP DEVELOPMENT SERIES EFFECTIVE LEADERSHIP FOLLOWERSHIP LECTURE 3 by Subhas Chandran Faculty of Defence & Management Studies

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • FOLLOWERSHIP AND FOLLOWERS

    FollowershipRefers to the behavior of followers that results from the leaderfollower influence relationship

    FollowerIs a person who is being influenced by a leader

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • FOLLOWERSHIP AND FOLLOWERS

    Effective leadership requires effective followersThere are no leaders without followersThe influencing process of leaders and followers is a two-way street, with followers also influencing leaders

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • CHARACTERISTICS OF FOLLOWERS

    Characteristics that influence the leadership process:Respect for AuthorityTrusting natureEasily ledInterpersonal TrustDisregard othersSuspicious of others

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • CHARACTERISTICS OF FOLLOWERS

    Decline of trust in leaders

    Why followers withhold trust:Breakdown of the traditional familyDecline of social structuresLack of shared values and sense of community Self interests over public good

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • CHARACTERISTICS OF FOLLOWERSLeaders need to adjust to followers ideas and expectationsPast leaders:Ruled with authorityForced workers to obeyFired or punished employees

    Follower Defensive action:Organized unionsCreated legislation

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • CHARACTERISTICS OF FOLLOWERS

    People who are oppressed respond in negative ways:Slowing down productionProducing poor quality workUncooperative

    Strike is not an option in the military

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • CHARACTERISTICS OF FOLLOWERS Effective leaders avoid power tactics:Threatening employees is counterproductive

    Leaders today:Motivate employeesFunction as facilitatorsBelieve that trust and respect should be earned

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • THE IMPORTANCE OF TRUST

    The building of trust in the workplace is critical.

    Principles of trust for effective leadership:Deal openly with everyoneConsider all points of view Keep promisesGive responsibility Listen to understand Care about people

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • INTERPERSONAL TRUST SCALE

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • FOLLOWERSHIP TYPESFOLLOWER TYPESSC COPRIGHT 2012 EFFECTIVE LEADERSHIP*PragmaticfollowerEffectivefollowerConformistfollowerAlienatedfollowerPassivefollowerLow CRITICAL THINKING HighHighLow LEVEL OF INVOLVEMENT

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • FOLLOWERSHIP TYPES

    Alienated FollowersAre low on involvement yet are high on critical thinkingFeel cheated or unappreciatedAre capable but unwilling to participate in developing solutions to problems

    Conformist FollowersAre the yes people of the organizationCarry out all orders without considering the consequencesAvoid conflict

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • FOLLOWERSHIP TYPES

    Passive FollowersAre neither high on critical thinking nor involvementLook to the leader or others to do all the thinkingRequire constant supervisionNever go beyond the job description

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • FOLLOWERSHIP TYPES

    Effective FollowersHigh on critical thinking; involvement and not risk-averse; do not shy from conflictCourage to initiate change and serve the best interest of the organizationTend to function as self-managed team and can be relied upon the relieve the leader of many tasksSC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • FOLLOWERSHIP TYPES

    Pragmatic FollowersHas a little of all four stylesdepending on the prevailing situationPresents an ambiguous image, with positive and negative sidesPositive Side - when an organization is facing difficult times he works the system to get things doneNegative Side action could be seen as playing political games, or adjusting to maximize self-interest

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • BEING A EFFECTIVE FOLLOWER

    Offer support to leaderTake initiativePlay counseling and coaching roles to leader when appropriateRaise issues and/or concerns when necessarySeek and encourage honest feedback from the leaderClarify your role and expectationsShow appreciationKeep the leader informedResist inappropriate influence of leader

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • FOLLOWER INFLUENCE FACTORS

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*LOCUS OF CONTROL EDUCATION & EXPERIENCE POWER POSITIONINFLUENCEFACTORS

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • FOLLOWER INFLUENCE

    Leaders need to understand that they are not the sole possessors of power and influence in their work place

    Some followers may have personal, referent, expert, information, and connection-based sources of power.

    The followers power position increases when other employees rely on a particular follower for information, expertise, or simply because of his or her personality.

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • FOLLOWER LOCUS OF CONTROL

    Followers with an internal locus of control prefer a work environment that facilitates:Communication with leadersParticipation in decision makingOpportunities to be creative

    Such followers prefer a participative style of leadershipFollowers are more likely to be more influential with other followers than those with an external locus of control

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • FOLLOWER EDUCATION & EXPERIENCEFollowers with less education and experience need more guidance, coaching, and feedbackTo improve their performance, inexperienced employees often seek the assistance of experienced employeesTodays workers are far more educated, mobile, diverse, and younger than the workforce of 20 years agoSC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • FOLLOWER EDUCATION AND EXPERIENCESC COPRIGHT 2012 EFFECTIVE LEADERSHIP*The need for continuing education and training on the job is increasingLeaders have to shift away from the top-down directive style of leading where tasks are highly structured and power tends to be centralizedThey need to move toward a more decentralized, participative style of managing

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • LEADER & FOLLOWER DUAL ROLESC COPRIGHT 2012 EFFECTIVE LEADERSHIP*Good leadership is found in highly effective followersA person can be a leader and also a followerThe roles can change back and forth throughout the work daySelf-managed teams require members to alternate between playing leadership and followership rolesTo execute both roles effectively is a challenge, given the role conflicts and ambiguities

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • DELEGATIONSC COPRIGHT 2012 EFFECTIVE LEADERSHIP*Is the process of assigning the responsibility and authority for accomplishing objectivesRefers to giving employees new tasksSuccess depends on a managers ability to know what to delegate and what not to delegateThe leader should consider the following:TaskTime requiredFollower characteristics

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • BENEFITS OF DELEGATIONSC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    Gives managers more time to perform high-priority tasksGets tasks accomplished and increases productivityEnables leaders to mobilize resources and secure better results than they could have got aloneTrains employees and improves their self-esteemEases the stress and burden on managersEnriches followers jobs

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • OBSTACLES TO DELEGATIONSC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    Some managers dont delegate because of:HabitFear - that employees will fail

    Successful delegation is based on:

    Selecting what task(s) to delegateSelecting who to delegate too

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • WHAT TO DELEGATESC COPRIGHT 2012 EFFECTIVE LEADERSHIP*What toDelegateTasks withdevelopmental potentialTechnicalmatters

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • WHAT NOT TO DELEGATESC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    What Not ToDelegate

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP

  • SC COPRIGHT 2012 EFFECTIVE LEADERSHIP*

    SC COPRIGHT 2012 EFFECTIVE LEADERSHIP