Exploring Leadership and Followership Dynamics
Delve into the intricate balance between leading and following in effective leadership. Discover the importance of followership in ensuring successful leadership outcomes, with insights from renowned figures like Thomas Paine, General George S. Patton, and Ira Chaleff. Learn about the 5 Dimensions of Courageous Followership and how they contribute to a dynamic follower-leader relationship.
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Beyond Lead, Follow, or Get Out of the Way Kevin Wiley
Lead, Follow, or Get Out of the Way! Who said it? First attributed to Thomas Paine General George S. Patton Lee Iacocca Mitt Romney
Lead, Follow, or Get Out of the Way! An anthem to bold leadership I m in charge! Follow me! Strict dichotomy between the two roles: Follower, Follower, Follower, Follower, Follower, Follower Leader
Beyond Lead, Follow, or Get Out of the Way! Leadership had been studied for many years At least three leadership departments/centers on our campus But what is a leader without followers? We have no followership department! More attention to followership in the last couple decades
Beyond Lead, Follow, or Get Out of the Way! Most of our roles require us to frequently alternate between leading the charge and following the leader. Examining our followership styles will improve our ability to courageously follow and lead.
Ira Chaleffs 5 Dimensions of Courageous Followership From his book The Courageous Follower
Ira Chaleffs 5 Dimensions of Courageous Followership 1.The courage to assume responsibility
Ira Chaleffs 5 Dimensions of Courageous Followership 1.The courage to assume responsibility 2.The courage to serve
Ira Chaleffs 5 Dimensions of Courageous Followership 1.The courage to assume responsibility 2.The courage to serve 3.The courage to challenge
Ira Chaleffs 5 Dimensions of Courageous Followership 1.The courage to assume responsibility 2.The courage to serve 3.The courage to challenge 4.The courage to participate in transformation
Ira Chaleffs 5 Dimensions of Courageous Followership 1.The courage to assume responsibility 2.The courage to serve 3.The courage to challenge 4.The courage to participate in transformation 5.The courage to take moral action
Dynamics of the Leader-Follower Relationship Followers and leaders both orbit around a common purpose
Followers and leaders both orbit around a common purpose Leader Purpose Followers
Dynamics of the Leader-Follower Relationship Followers and leaders both orbit around a common purpose. Followers and leaders share a common purpose both work together toward that purpose.
Dynamics of the Leader-Follower Relationship Followers and leaders both orbit around a common purpose. Followers and leaders share a common purpose both work together toward that purpose. Value of a follower is measured by how completely the follower helps the leader and organization pursue the common purpose.
Dynamics of the Leader-Follower Relationship Followers and leaders both orbit around a common purpose. Followers and leaders share a common purpose both work together toward that purpose. Value of a follower is measured by how completely the follower helps the leader and organization pursue the common purpose. Followers must work well with other followers to achieve the common purpose.
Dynamics of the Leader-Follower Relationship Followers and leaders both orbit around a common purpose. Followers and leaders share a common purpose both work together toward that purpose. Value of a follower is measured by how completely the follower helps the leader and organization pursue the common purpose. Followers must work well with other followers to achieve the common purpose. Followers are also leaders.
Dynamics of the Leader-Follower Relationship Followers and leaders both orbit around a common purpose. Followers and leaders share a common purpose both work together toward that purpose. Value of a follower is measured by how completely the follower helps the leader and organization pursue the common purpose. Followers must work well with other followers to achieve the common purpose. Followers are also leaders. Balance is key to effective leader-follower relationships.
The Courage to Assume Responsibility
The Courage to Assume Responsibility Leaders don t want to be the only ones leading.
The Courage to Assume Responsibility Leaders don t want to be the only ones leading. Leader want their staff to take more initiative.
Case in Point: Study showed that Leaders value #1 as much as #2-5 combined! 1.The courage to assume responsibility 2. The courage to serve 3. The courage to challenge 4. The courage to participate in transformation 5. The courage to take moral action
The Courage to Assume Responsibility Leaders don t want to be the only ones leading. Leader want their staff to take more initiative. Ira Chaleff s story from UC Berkley
The Courage to Assume Responsibility Leaders don t want to be the only ones leading. Leader want their staff to take more initiative. Ira Chaleff s story from UC Berkley. Taking responsibility leads to true partnership with leadership.
Taking Responsibility True Partnership with Leadership By assuming responsibility for our organization and its activities, we can develop a true partnership with our leader and sense of community with our group. (Chaleff, p. 37)
Follower Style The 2 critical dimensions of Chaleff s courageous followership are: 1. Degree of support a follower gives a leader 2. Degree to which the follower is willing to challengethe leader s behavior or policies if these are endangering the common purpose.
Follower Style Quadrants High Support Quadrant II Quadrant I Low High Challenge Challenge Quadrant IV Quadrant III Low Support
Follower Style: RESOURCE High Support Quadrant II Quadrant I Low High Challenge Challenge Quadrant IV RESOURCE Quadrant III Low Support
Follower Style: RESOURCE Quadrant IV: Low Support, Low Challenge - RESOURCE Satisfactory worker, but not beyond minimum expectations
Follower Style: INDIVIDUALIST High Support Quadrant II Quadrant I Low High Challenge Challenge Quadrant IV RESOURCE Quadrant III INDIVIDUALIST Low Support
Follower Style: INDIVIDUALIST Quadrant III: Low Support, High Challenge INDIVIDUALIST Speaks out freely maybe too freely; doesn t support leader with high energy
Follower Style: IMPLEMENTER High Support Quadrant II IMPLEMENTER Quadrant I Low High Challenge Challenge Quadrant IV RESOURCE Quadrant III INDIVIDUALIST Low Support
Follower Style: IMPLEMENTER Quadrant II: High Support, Low Challenge IMPLEMENTER Works hard without much oversight; won t challenge leader or policy
Follower Style: PARTNER High Support Quadrant II IMPLEMENTER Quadrant I PARTNER Low High Challenge Challenge Quadrant IV RESOURCE Quadrant III INDIVIDUALIST Low Support
Follower Style: PARTNER Quadrant I: High Support, High Challenge PARTNER Willing to challenge leader s actions when necessary; highly supportive of leader
Follower Style Quadrants High Support Quadrant II IMPLEMENTER Quadrant I PARTNER Low High Challenge Challenge Quadrant IV RESOURCE Quadrant III INDIVIDUALIST Low Support
Followership Exercises Copy your check marks from the Personal Attributes List to the quadrants on the Follower Styles table Notice the trends Where are most of your check marks?
What kind of follower are you?
