Prepared by: B.J.VICTOR SOLOMON

INDEX17-NOVEMBER-2016

MINI PROJECT

LEADERSHIP OR FOLLOWERSHIP

Submitted to: Dr.JIKKU KURIAN

INTRODUCTION

THE TOPIC/CONCEPT

FINDINGS

CONCLUSION

REFERENCES

INTRODUCTION:

Leading a team or group is a real skill that takes time, thought and dedication. Leaders set direction, build an inspiring vision to guide their people to the right destination and assists his followers to serve the organization as a whole by using his or her unique skills. Everybody wants to be a Leader, and there is nobody to obey. Everybody should learn to obey before they command. A good follower work well with a variety of people, demonstrates a strong work ethic, is task oriented and intrinsically motivated, possess high self-regard and recognizes his or her ability to make a unique valuable contribution to the organization. Instead of criticizing managerial decisions, the good followers find way to make managers decisions work.

THE TITLE:

“Leadership is the inspirational and mobilization of others to undertake collective action in pursuit of common good.”

- Crosby & Bryson

The common concept of leadership attaches the words like “respect”, “fame”, “social status”, “sacrifice”, “dedication, “service”, etc..., Leadership is an art of guiding others to create a result that wouldn’t have happened otherwise.

A follower follows his leader and the leader in turn follows the rules of the organization. It mean that a person should be flexible either to work as a leader or as a follower. A great leader starts off as a great follower.

DEFINITIONSLEADERSHIP & FOLLOWERSHIP

Leader: Leaders direct and guide followers in the organization, recognizing both roles as critical to the success of the organization.

Leadership: The art of guiding others to create a result that wouldn’t have happened otherwise.

Formal leadership: The officially sanctioned leadership based on the authority of a formal position.

Informal leadership: The unofficial leadership accord to a person by other members of the organization.

Follower: A person who follows another in regard to his or her ideas or belief, disciple or adherent.

Followership: The process of being guided & directed by a leader in the work environment.

LEADERSHIPLeader:

A guiding or directing head as of an army, movement or political group.

A person or thing that leads.

Theories of Leadership:

Early Trait Theory Behavioral Theory Contingency Theory

EARLY TRAIT THEORIES

The first studies of leadership attempted to identify physical attributes, personality characteristics, and abilities, which distinguished leaders from other members of a group.

Physical attributes mentioned as leadership traits included height, weight, physique, energy, health and appearance. There are biases for and against certain types of physical attributes, yet the research does not indicate that these attribute are inherently better or necessarily a leadership characteristic. Personality characteristics have been useful, and ability measurements are the closest of the three categories to being relevant. However, trait research has not been conclusive, which has led to the other approaches described in the following sections.

BEHAVIORAL THEORIES

Behavioral theories focus on leaders’ actions and behaviors.

Ohio State Studies :Leadership behavior is often determined by the Leader Behavior Description Questionnaire (LBDQ), which identifies the dimensions of initiating structure and consideration. A leader with an initiating structure style defines and organizes work relationships and roles, and is clear about ways of getting things done. In contrast, the consideration style leader aims at creating a nurturing, friendly, warm working relationship.

Michigan Studies :Similarly, studies at the University of Michigan identified the two dimensions referred to as employee oriented and production oriented. A production orientation focuses on getting the work done, with constant influence attempts by the leader. An employee orientation focuses on relationships and concern for people and their needs.

CONTINGENCY THEORIES

Contingency theories of leadership are concerned with identifying the situational specific conditions in which leaders with particular traits are most effective. In contingency theories, traits must be considered in the context of the situation, rather than in isolation.

Fiedler's Contingency Theory

Fiedler's theory suggests that leaders are either task oriented or relationship oriented, depending on how they obtain their primary need gratification. Task-oriented leaders are primarily gratified by accomplishing tasks, whereas relationship-oriented leaders are gratified by positive, comfortable interpersonal relationships. The effectiveness of the style results from the situation in which it is enacted. Fiedler proposes that it is unlikely that a leader will change behavior to fit the situation. Consequently, if possible, the situation should be altered to complement the leader's style. This contingency theory emphasizes the contribution of the leader's situation. The situation has three dimensions: task structure, position power, and leader–member relations. A favorable leadership situation is one that has a structured task, strong position power, and good leader–member relations. Task-oriented leaders are more effective in either highly favorable or highly unfavorable situations. Relationship-oriented leaders are more effective in moderately favorable situations.

The Path–Goal Theory

Path–goal theory sets forth four leader behavior styles from which the leader selects the most appropriate style to help followers clarify the paths that lead them to work and personal goals. The four styles are: directive, supportive, participative, and achievement oriented. The choice of styles must be made with the specific followers and work environment in mind. This theory is based on the expectancy theory of motivation.

Vroom-Yetton-Jago Normative Decision Theory

The normative decision theory refers to a sequential set of rules that should be followed to determine the level of participation employees should be given in decision making. This theory gives credence to authoritarian approaches as well as democratic approaches, specifying that the best decision making strategy will become apparent through the use of a decision tree. This style is based on five degrees of participation from followers.

The Situational Leadership Model

Focuses on follower’ readiness.

Readiness: The extent to which followers are willing and able to accomplish a certain task.

A leader should choose one of the four behaviors depending on follower’ readiness.

Ability to follow Willingness to Follow

Leadership Behavior

Unable Unwilling Give clear and specific directions

Unable Willing Display high task orientation

Able Unwilling Use a supportive and participatory style

Able Willing Doesn’t need to do much

RECENT DEVELOPMENTS IN LEADERSHIP THEORY

Four additional views of leadership are important: leader–member exchange, substitutes for leadership, transformational leadership, and charismatic leadership.

Leader–Member Exchange

In this concept of leadership, leaders form two groups of followers. In-group members are similar to the leader and are given greater responsibilities, more rewards, and more attention. Consequently, they are more satisfied, have lower turnover, and higher organizational commitment. Out-group members have limited responsibilities, receive less attention and fewer rewards, and are managed by formal rules and policies.

Substitutes for Leadership

The central idea of this theory is that some situations can neutralize or replace leader behavior. Satisfying tasks, high skill on the part of the employee, team cohesiveness, and formal controls are some things that can substitute for leadership.

Transformational Leadership

Transformational leaders motivate followers to achieve high levels of performance by converting vision into reality and inspiring followers to perform above and beyond the call of duty. Transformational leaders rely on their personal attributes rather than their position in motivating their followers.

Charismatic Leadership

Charismatic leadership is characterized by the use of personal abilities and talents that have a profound and extraordinary effect on followers. The charismatic leaders rely heavily on referent power, and their unique and powerful gifts generate great influence with followers. This particularly strong ability to influence followers can lead to high levels of achievement, but can also lead to great harm for the followers or others.

LEADERSHIP TRAITS

o Integrity

o Honesty

o Dedication

o Assertiveness

o Openness

o Creativity

o Fairness

o Sense of humor

o Emotional stability

o Dominance

o Enthusiasm

o Conscientiousness

o Social boldness

o Self assurance

LEADERSHIP STYLES

AUTOCRATIC STYLE The authoritarian leader makes decision alone as power is

centralized in one person.

The leader uses strong directive controlling actions to enforce the rules, regulations, activities& relationships.

Decisions are enforced using rewards using rewards & fear of punishment.

Followers have little discretionary influence.

DEMOCRATIC STYLE The participative leader include one or more employees in the

decision making process.

The leader takes collaborative, reciprocal, interactive actions with followers.

Communication flow freely.

Followers have high degree of discretionary influence.

LAISSEZ- FAIRE STYLE

The leader fails to accept the responsibilities of the position.

Creates chaos in work environment.

The free-rein leader gives power to subordinates to make the decision.

Used when employees are able to analyze the situation.

EMERGING ISSUES IN LEADERSHIP

Several issues have emerged recently from leadership research that warrants discussion. These issues include

1. Emotional intelligence

2. Trust

3. Leading Virtual Teams

4. Servant Leadership

5. Women leaders

6. Cultural differences

1. Emotional Intelligence

Emotional intelligence is the ability to recognize and manage emotion in oneself and in others. It includes several competencies, such as self-awareness, empathy, adaptability, and self-confidence.

2. Trust

Trust is the willingness to make oneself vulnerable to the actions of others, an essential element in leadership. Trustworthiness is one of the competencies in emotional intelligence.

3. Leading Virtual Teams

Virtual teams have members in different organizations, or different parts of the same organization, in diverse geographic locations. As a result, they may not have shared understandings of problems, norms, work distribution, roles, or responsibilities. Creativity is essential in leading virtual teams because the usual leader–member interactions do not exist.

4. Servant Leadership

Servant leadership is a view of leadership that asserts that leaders lead by serving others that work exists for the person as much as the person exists for work, and that servant leaders are stewards who consider leadership a trust.

5. Women Leaders

The question is, do women and men lead differently? Research suggests that women tend to use a more people-oriented leadership style that is inclusive and empowering, and tend to excel in positions that demand strong interpersonal skills.

6. Cultural differences in leadership

Globalization will increase the information available on differences in leadership styles. Limited research has indicated that there are great differences in styles among various cultures.

FOLLOWERSHIP

Followership:

Refers to a role held by a certain individuals, teams or group.

It is the capacity of an individual to actively follow a leader.

“It may be The Devil, it may be The King, but you have to serve somebody.”

- Bob Dylan

Kelly’s model of follower behavior

SURVIVORS

Right in the middle.

Rarely committed to work/ group goals.

Does just enough to get by.

Mediocre performers .i.e., clogging the arteries of an organization.

ALIENATED FOLLOWERS

Passive/ independent, critical thinking

Criticize, but never offer constructive support.

Festering wounds in an organization.

EFFECTED FOLLOWERS

Active/ independent, critical thinking.

Problem solvers.

Ability to work with others.

Reflect on goals of an organization.

Not hesitant to bring concerns to leader.

YES PEOPLE

Active/ dependent, uncritical thinking.

Readily carry out orders uncritically.

Dangerous if an order contradicts standards.

Do not like making decisions & constantly seeks approval & guidance from their leaders.

SHEEP

Passive/ dependent, uncritical thinking.

Lack initiative.

Do not play an active role.

Simply comply with any order given.

These individuals require constant supervision from the leader.

GOOD FOLLOWER

A Good followers should have a number of qualities. Usually

 

I. Judgement: Followers must take direction but they have an underlying obligation to the enterprise to do so only when the direction is ethical and proper.  The key is having the judgement to know the difference between a directive that your leader gives on how to proceed that you do not agree with and a directive that is truly wrong.

No one disputes that good judgement is critical to being a good leader.  It is just as important in the follower.  Show enough good judgement as a follower and you usually end up getting a shot at being the leader.

“Good judgement comes from experience; experience comes from bad judgement.”

II. work ethic :

Good followers are good workers.  They are diligent, motivated, committed, pay attention to detail and make the effort.  Leaders have a responsibility to create an environment that permits these qualities but regardless, it is the responsibility of the follower to be a good worker.  There is no such thing as a bad worker who is a good follower.

III. Competence: 

The follower cannot follow properly unless competent at the task that is directed by the leader.  It is the obligation of the leader to assure that followers are competent.  Sometimes things go wrong because the follower is not competent at the task at hand.  When this happens, leaders should blame themselves, not the follower.  A sign of poor leadership is blaming followers for not having skills they do not have.

IV. Honesty: 

The follower owes the leader an honest and forthright assessment of what the leader is trying to achieve and how.  This is especially the case when the follower feels the leader’s agenda is seriously flawed.  Respect and politeness are important but that said, it is not acceptable for followers to sit on their hands while an inept leader drives the proverbial bus over the cliff.  Good leaders are grateful for constructive feedback from their team.  Bad leaders do not welcome feedback and here followers have to tread carefully.  If the situation is serious enough, consideration should be given to going above the leader in question for guidance.

V. Courage: 

Followers need to be honest with those who lead them.  They also need the courage to be honest.  It takes real courage to confront a leader about concerns with the leader’s agenda or worse, the leader himself or herself. From time to time, it takes real courage to be a good follower.

VI. Loyalty:

 Good followers respect their obligation to be loyal to their enterprise.  Loyalty to the enterprise and its goals is particularly important when there are problems, interpersonal or otherwise, with a particular leader.  Followers who are not loyal are inevitably a source of difficulty.  They create problems between team members; they compromise the achievement of goals; they waste everybody’s time; they are a menace.  Rather, its essence is a strong allegiance and commitment to what the organization is trying to do. 

VII. Discretion: 

Followers owe their enterprises and their leaders discretion.  Talking about work matters inappropriately is at best unhelpful and more likely harmful.  Discretion just means keeping your mouth shut.  It should be easy but many find it next to impossible.  Bluntly, you cannot be a good follower and be indiscreet.  Everybody who works at an enterprise has a duty of care; indiscretion is not care, it is careless.

VIII. Ego management: 

Good followers have their egos under control.  They are team players in the fullest sense of the concept.  They have good interpersonal skills.  Success for good followers relates to performance and goal achievement not personal recognition and self promotion.  Sounds too good to be true and often it is.  It is difficult but the best organizations tie advancement and reward to performance and goal achievement as hard as that may be to do.

Followership will always be in the shadow of leadership.  But there are no leaders without followers and on-going success with weak followers will usually prove elusive.  It is true that an organization is only as good as its leaders.  It is also only as good as its followers.  Who would not benefit from giving some thought to how they could be a better follower?  Such thought may actually hasten your trip to the leadership position you actually want.

FINDINGS

Theories of leadershipI. Trait Theory : Focuses on personal qualities & characteristics

that differentiate leaders from non-leaders.II. Behavioral theory : focus on leaders’ actions and behaviors.III. Contingency Theory : focus on environment in which the

leader exists.

Situational leadership model: Leaders change their leadership style according to a situation based on followers Willingness and Readiness.

Leadership traits: INTELLIGENT

HONESTY

CREATIVE

CONFIDENT

DRIVEN

COURAGEOUS

Leadership styles AUTOCRATIC STYLE : strong control over workers, communication flows downward, decisions made by leader.

Positives -predictable work group behavior, productivity

Negatives -creativity not fostered, not self motivated.

Best for crisis or military

DEMOCRATIC STYLE : Leader has less control, rewards used to motivate, communication flows up and down, decision making involves others

Positives: appropriate for mature, self-motivated workers

Negatives: Less efficient, less productive, takes more time

LAISSEZ- FAIRE STYLE : Permissive with little to no control, little or no direction, upward communication in between members of the group, decision making throughout group, emphasis on the group, no criticizing

 Positives: If highly motivated it's good, brainstorming

Negatives: can become frustrated and disinterested

Emerging issues in leadershipEmotional IntelligenceTrustLeading a virtual teamServant LeadershipWomen LeadershipCultural Leadership

Kelly’s model of follower behavior

SURVIVORS: Mediocre performers, Rarely committed to work/ group goals.

ALIENATED FOLLOWERS: Passive/ independent, critical thinking. Criticize, but never offer constructive support.

EFFECTED FOLLOWERS: Active/ independent, critical thinking, Problem solvers. Have ability to work with others. Reflect on goals of an organization.

YES PEOPLE : Readily carry out orders uncritically. Do not like making decisions & constantly seeks approval & guidance from their leaders.

SHEEP: Passive/ dependent, uncritical thinking, Lack initiative, Do not play an active role, Simply comply with any order given

Good follower charactistices

Able to do self Judgements

Good work ethic

Competence

Honesty

Courage

Loyalty

Discretion

Ego management

A great leader starts off as a great follower

All entrepreneurs are leaders but all leaders are not entrepreneurs.  The manager administers, maintains, focuses on systems and

structure, relies on control, accepts the status quo, has his or her eye always on the bottom line, asks how and when.

The leader innovates, Develops, focuses on people, inspires trust, challenges status quo, have eye is on the horizon, asks what and why.

CONCLUSION

Essential for leaders to understand others’ cultures. Leaders need to alter approaches based on circumstances. Good leaders are likely to be good followers. Leader behavior should demonstrate a concern for people; it enhances follower well-being. All entrepreneurs are leaders but all leaders are not entrepreneurs. A follower follows his leader and the leader in turn follows the rules of the organization. It mean that a person should be flexible either to work as a leader or as a follower. A great leader starts off as a great follower.

REFERENCES

Books : MANAGEMENT

Author: James A.F. Stoner

Web sites:

Linkedin.comMindtools.comQuizlet.comDictonary.comGoogle.comHarwarduniversity.comSlideshare.com