Research Paper -Individual Submission
TripleHHH
Chapter7-Followership1.pptx
CHAPTER 7
Followership
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 1 of 3)
Effectively manage both up and down the hierarchy
Recognize your followership style and take steps to become a more effective follower
Understand the leader’s role in developing effective followers
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 2 of 3)
Apply the principles of effective followership, including responsibility, service, challenging authority, participating in change, and knowing when to leave
Implement the strategies for effective followership at school or work
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 3 of 3)
Know what followers want from leaders and what leaders expect from followers
Use feedback and leadership coaching to help followers grow and achieve their potential
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.1 – Good Leaders Manage Both Up and Down the Hierarchy
Source: Based on Mark Hurwitz and Samantha Hurwitz, ‘‘The Romance of the Follower: Part 2,’’ Industrial and Commercial Training 41, no. 4 (2009), pp. 199–206.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managing Up
Consciously and deliberately developing a meaningful, task-related, mutually respectful relationship with your direct superiors
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Managing Up Presents Unique Challenges
Discomfort with the idea of managing bosses
Not in control of the relationship
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
What Your Leader Wants from You
Make-it-happen attitude
Willingness to collaborate
Motivation to stay up to date
Passion to drive your own growth
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Styles of Followership
Style is determined by two dimensions
Critical thinking versus uncritical thinking
Active versus passive behavior
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Critical and Uncritical Thinking
Critical thinking
Thinking independently and being mindful of the effects of one’s own and other people’s behavior on achieving the organization’s vision
Uncritical thinking
Failing to consider possibilities beyond what one is told
Accepting the leader’s ideas without thinking
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.2 – Followership Styles
Source: Based on information in Robert E. Kelley, The Power of Followership (New York: Doubleday, 1992)
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategies for Managing Up
Understand the leader
Learn goals, needs, strengths and weaknesses, and organizational constraints
Study the leader’s work style
Use specific tactics to improve relationship
Be a resource
Help the leader be a good leader
Build a relationship with the leader
View the leader realistically
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.3 – Ways to Influence Your Leader
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.4 – Sources of Power for Managing Up
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Necessary Courage to Manage Up
Courage to assume responsibility
Courage to challenge
Courage to participate in transformation
Courage to serve
Courage to live
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.5 – Rank Order of Desirable Characteristics
Source: Adapted from James M. Kouzes and Barry Z. Posner, Credibility: How Leaders Gain and Lose It, Why People Demand It (San Francisco, CA: Jossey-Bass Publishers, 1993), p. 255.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leaders Enhance Followers’ Abilities and Contributions
Clarity of direction
Opportunities for growth
Frequent, specific, and immediate feedback
Protection from organization intrusions
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership Coaching
A method of directing or facilitating a follower with the aim of improving specific skills or achieving a specific development goal
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 7.6 – Follower Benefits from Leadership Coaching
Source: ‘‘The Business Leader as Development Coach,’’ PDI Portfolio (Winter 1996), p. 6; and Personnel Decisions International, http://www.personneldecisions.com.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Feedback
Using evaluation and communication to help individuals and the organization learn and improve
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Feedback Tips
Make it timely
Focus on the performance, not the person
Make it specific
Focus on the desired future, not the past
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
