leadership & followership/media/documents/events/iosh 2016... · 2016-07-07 · leadership...
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UNIVERSITY
of
GREENWICH
Leadership & Followership
Dr Shaun Lundy
UNIVERSITY
of
GREENWICH
What is Leadership?
The ability of a leader to get a job
done no matter what.
The ability of a leader to motivate
and inspire followers.
The process of influencing the
activities of an organised group
toward goal achievement.
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of
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Leaders
H&S
H&S
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of
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Reality
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of
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of
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Approaches to leadership
Transactional Transformational
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of
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Leadership Environment
Situational and Contextual
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of
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Don’t Forget the Followers
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What is Followership?
Followership is the capacity of an individual to
actively follow a leader and is the reciprocal
social process of leadership.
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of
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Leadership and Followership
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Key Points on Dancing Guy
Leaders are important but those first followers
are vital.
First followers turn the lone nut into a leader.
Nurture your first followers and try to treat them
as equals.
It takes courage to be one of those first followers.
First followers deserve recognition.
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Situational Leadership
adapted from Hersey
and Blanchard (1977)
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of
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Robert Kelley’s Followership
dimensions and styles,
adapted from Kellerman
(2008)
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“This is all about passing the buck, they don’t want
to get sued for an accident so it’s being passed
onto to us. I’m not convinced any of it will make a
difference.”
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of
GREENWICH
Alienated Follower
“This is all about passing the buck, they don’t want
to get sued for an accident so it’s being passed
onto to us. I’m not convinced any of it will make a
difference.”
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of
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“I’ll do it because that’s what I’m being told to do
and it’s really not worth the hassle arguing about
the rights and wrongs, that’s not my job. I just get
on with it.”
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Conformist Follower
“I’ll do it because that’s what I’m being told to do
and it’s really not worth the hassle arguing about
the rights and wrongs, that’s not my job. I just get
on with it.”
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“I’m really not that interested in what the managers
think. I find it’s usually best to ignore them unless
they start making a real noise about things.”
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Passive
“I’m really not that interested in what the managers
think. I find it’s usually best to ignore them unless
they start making a real noise about things.”
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of
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“Clearly it’s important and the approach will work as
long as everyone gets involved. I’ve got some
good ideas on how to take this forward myself.”
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Exemplary Follower
“Clearly it’s important and the approach will work as
long as everyone gets involved. I’ve got some
good ideas on how to take this forward myself.”
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Pragmatic Survivor
Has qualities of all four
Changes style depending on situation
Uses whatever style benefits their position
Avoids risk and maintains the status quo
25-35% tend to be pragmatic survivors
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Leadership Style Ideal Leader
Behaviours
Ideal Follower
Behaviours
Followership Style
Coaching Include followers in
decision making,
consultation to
encourage ownership
Get involved – move from
outsider to insider mindset
Alienated
Supporting Authentic explanation
and clarify expectations
continually to engage
followers
Listen and do as
requested – move to a
more active role
Passive
Directing Detailing expectations
clearly and completely
and monitor
performance
Doing as requested and
demonstrating that results
and quality are important
Conformist
Delegating Moving decision making
and implementation to
the follower
Accepting responsibility,
demonstrating success
with increasing
responsibility
Exemplary
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In Summary
Your leadership style needs to adapt to your
followership profile.
Those initial followers are your greatest assets
and they need nurturing.
Great leaders have motivated and engaged
followers.
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of
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“A sign of a good
leader is not how
many followers
you have, but
how many
leaders you
create”
Gandhi
UNIVERSITY
of
GREENWICH
Shaun Lundy
https://uk.linkedin.com/in/shaunlundy
UNIVERSITY
of
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Alienated Follower
Passive, yet independent thinker
Perhaps previously effective
May have experienced setbacks or frustration
Capable, but focus on shortcomings of the organisation
Cynical
Does not contribute to solving problems
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Conformist
Active, but dependent, uncritical thinker
Carries out orders
Participates willingly
Concerned with avoiding conflict
“Goes along to get along”
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Passive
Passive and uncritical thinker
Lacks initiative and a sense of responsibility
Needs supervision
Leaves thinking to the leader
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Exemplary Follower
Active and critical thinker
Has courage to initiate change
Open to risk and conflict to reach goals
Serves the best interests of organisation
Committed to something larger than themselves
Works toward positive impact