2. FOUR PRINCIPLES
• Virtually everyone is a follower at some point in
his or her life
• Supervisors report to mid-level executives who
reports to vice-presidents who report to CEOs who
report to a board of directors

3. FOUR PRINCIPLES
• There are times when situational demands
require that individuals in formal followership
roles step into leadership roles
• Supervisors or leaders go on medical leave or quit,
etc.

4. FOUR PRINCIPLES
• Vital role followers play in social change and
organization
• Civil Rights and Tea Parties

5. FOUR PRINCIPLES
• Why would anyone want to be a follower?
• Evolutionary Psychology
• Survival depends on using followership as a
method to align with strong leaders. This is
relevant for workplace survival and day to day
survival, especially thousands of years ago.
• Social Psychology
• Identification with leaders
• Trust with leaders
• Magnetism and charisma of a leader can
naturally draw in followers to support their
cause.

6. POTTER AND ROSENBACH FOLLOWERSHIP
MODEL
Politician Partner
Subordinate Contributor
Performance
Relationship

7. POTTER AND ROSENBACH FOLLOWERSHIP
MODEL
Politician Partner
Subordinate Contributor
Performance
• Performance initiative
• The extent to which an
individual follower can
do his or her job, works
effectively with other
members of the team,
embraces change, and
views self as an
important assets in team
performance.

8. POTTER AND ROSENBACH FOLLOWERSHIP
MODEL
Politician Partner
Subordinate Contributor
Relationship
• Relationship initiative
• The degree to which
followers act to improve
their working relationship
with their leaders.
• Loyal
• Identify with their
leaders’ vision of the
future
• Will raise objections
and negotiate
differences when
needed.

9. POTTER AND ROSENBACH FOLLOWERSHIP
MODEL
Politician Partner
Subordinate Contributor
• Put much more emphasis
on getting along well with
their boss than getting
things done.
• Loyal and sensitive to
interpersonal dynamics

10. POTTER AND ROSENBACH FOLLOWERSHIP
MODEL
Politician Partner
Subordinate Contributor
• Individuals who are committed
to high performance and
building good relationships
with their leaders.
• Take time to understand their
leaders’ perspectives and buy
into their vision for the team.
• More likely than politicians to
raise uncomfortable issues
and hold leaders accountable
for decisions.

11. POTTER AND ROSENBACH FOLLOWERSHIP
MODEL
Politician Partner
Subordinate Contributor
• Hard workers and often
are motivated to be
subject matter experts in
their organization.

12. POTTER AND ROSENBACH FOLLOWERSHIP
MODEL
Politician Partner
Subordinate Contributor
• Follows in the more
traditional sense.
• Told what to do -follow
orders.
• Particularly low to medium
performers and
relationships.

13. PROS
•Allows leaders to
assess their relationship
with their followers
•Allows what styles of
leadership are required
to motivate each type of
follower
•How to create effect
followership
CONS
•Puts much of the onus of
effective followership on
followers. It leaves the
power into the followers’
role to identify, buy in,
raise objections,
encourage constructive
feedback, or perform at
high levels with their leader
•Does not take into account
incompetence within the
leadership role. The leader
can also be unethical of
have evil tendencies.

15. THE CURPHY FOLLOWERSHIP MODEL
Criticizer
Self-
Starter
Slackers
Brown-
noser
CriticalThinking
Engagement
Low
Low
High
High

16. TWO INDEPENDENT DIMENSIONS OF FOUR
FOLLOWERSHIP TYPES.
C R I T I C A L T H I N K I N G
•Follower's
• Ability to challenge the
status quo, ask good
questions, detect
problems, and develop
solutions.
• Ability to identify ways to
improve productivity or
efficiency, drive sales,
reduce costs, etc.
E N G A G E M E N T
•Level of effort people
put forth at work
• high Scorers are optimistic
and hardworking, put in
long hours when needed,
are enthusiastic about
being part of the team, and
are driven to achieve
results
• Low scorers are lazy and
disengaged and would
rather be doing anything
but the task at hand.

17. BROWN-NOSER
• Strong work ethic but
lack critical thinking
skills.
• Earnest, dutiful,
conscientious, and
loyal.
• Have the ability to move
far up in an organization
because of their
political skills and
relationship building
skills.
Criticizer
Self-
Starter
Slackers
Brown-
noser
CriticalThinking
Engagement

18. SLACKER
• Do not exert much effort
toward work and believe
they are entitles to a
paycheck for just
showing up and it is
management's job to
solve problems
• Clever at avoiding
working and are stealth
employees
Criticizer
Self-
Starter
Slackers
Brown-
noser
CriticalThinking
Engagement

19. CRITICIZERS
• Followers who are
disengaged from work yet
possess strong critical
thinking skills.
• Make it a point to tell
peers what leaders are
doing wrong
• Believe that it is their
personal mission to create
converts
• Possibly the most
challenging employee to
manage
Criticizer
Self-
Starter
Slackers
Brown-
noser
CriticalThinking
Engagement

20. SELF-STARTER
• Think of ways to improve
team performance as
they raise issues,
develop solutions and
enthusiastically carry out
change initiatives.
• They solve problems
then tell their superiors
rather than wait for
orders.
Criticizer
Self-
Starter
Slackers
Brown-
noser
CriticalThinking
Engagement

21. Criticizer
Self-
Starter
Slackers
Brown-
noser
Start: Since
Hire
CriticalThinking
Engagement
THE CURPHY FOLLOWERSHIP MODEL &
JOURNEY LINE

22. Criticizer
Self-
Starter
Slackers
Brown-
noser
Start: Since
Hire

23. Criticizer
Self-
Starter
Slackers
Brown-
noser
Start: Since
Hire

24. Criticizer
Self-
Starter
Slackers
Brown-
noser
Start: Since
Hire

25. Criticizer
Self-
Starter
Slackers
Brown-
noser
Start: Since
Hire
END: End
of
Employme
nt with
Firm

26. FEEDBACK OF THE MODEL
• Model can help leaders assess follower types and
determine the best ways to motivate direct reports.
• Leaders need to understand that followership types are
not static and change depending on the situation.
• It is not unusual for followers to start their careers as
brown-nosers and then move into the role depending on
satisfaction and involvement.
• People in leadership positions also play followership
roles. It is important to have self-awareness as to what
type of follower they are
• Type of follower a leader is reflects onto the employees
they manage.

28. LEADERS AND SOCIETAL
CHANGE
• Without leadership, the right kind of leadership
social change would be not be possible.
• The leader’s role in societal change includes:
• Spearhead the movement (like the clip we saw
earlier)
• Mobilizing masses
• Motivating people to work towards a common
goal
(Alain, 2012).

29. LEADERS IN SOCIAL WORK
Thomas Brigham
• First social worker employed as faculty at Fresno
State College.
• UN appointment to collaborate on the formation of
social work education in Indonesia.
• Worked to develop first graduate schools of social
work in California State schools in Fresno,
Sacramento, and San Diego.

30. LEADERS IN SOCIAL WORK
Ann Coyne, PhD, MSW
• Lifetime Achievement Award 2012 by NASW
• Professor of social work at the University of Nebraska at
Omaha
• Founder and consultant for the Nebraska State Foster Care
Review Board.
• Recognized for her contributions in Nebraska and
internationally to help children.
• Helped the Universidad Nacional Autonoma de Nicaragua
(UNAN), in Leon, Nicaragua develop its own social work
curriculum.
• Dr. Coyne along with her students offer aid after natural
disasters
• Dr. Coyne has helped many special needs children in
orphanages get medical attention and find adoptive homes
through her work with the Omaha Rotary Club.

31. QUALITIES AND SKILLS NASW VOLUNTEER
LEADERS
NASW Leaders should:
• Want to make a contribution to the Association & Society
• Exercise leadership and undertake special assignments
willingly and enthusiastically.
• Maintain confidentiality…and speak only with authorized to do
so.
• Maintain independence and objectivity and execute
responsibilities with a sense of fairness, ethics, and personal
integrity, even though not necessarily obligated to do so by
law, regulation, Code of Ethics, or custom.
• Demonstrate:
• Awareness of ethical implications.
• Be visionary and analytical; bring a broad perspective;
motivate others; and provide a spirit of collaboration and
teamwork in furthering goals of the Association.

32. Experiences from the Field
Leadership that Promotes Change
 Recognizes unmet needs
 Utilize Rewards and Coercion
 Referent Power
 Allows opportunities for growth and learning
 Supervisors who lead by example
 Provides consistent feedback
 Regular supervision time
 Utilizes incentives (feedback & recognition).
 Placements provide opportunities to develop or change interns
in to leaders.

33. Experiences from the Field
Leadership that stagnates change
 The overuse of coercion
 Relies on title (legitimate power), but does not take action
 Does not take time to develop followers
 Lack of follow through
 Not holding all staff accountable for poor performance.
 Little direction provided in order to promote change.
 Not open to new ideas
 Does not take smart risks

34. Conclusion
The leader’s role in change is not what makes the
change occur. It is the leader’s ability to recognize
when change needs to occur and the use of
information power among other power sources
facilitates the process. Leaders inspire followers to
take action! It is leaders and followers that can
bring about change.

35. QUESTIONS

36. REFERENCE
Dam, K., Oreg, S., & Schyns, B (2008). Daily work contexts and resistance to organizational change:
The role of leader-member exchange, development climate, and change process characteristic.
Applied Psychology: An International Review, 57, 2.
Hughes; Ginnett; Curphy. (2012). Leadership: Enhancing the lessons of experience. (seventh
edition). The Role of the Follower pp. 318 – 329. Published by McGraw-Hill
Companies. Retrieved 6/2013
Sivers, D (2010). How to start a movement [Video]. Retrieved from
http://www.ted.com/talks/derek_sivers_how_to_start_a_movement.html
Stagl, H (2011). Six roles of leader during change. Retrieved from
http://www.enclaria.com/2011/10/06/six-roles-of-a-leader-during-change/
Retrieved from:http://www.socialworkhallofdistinction.org/honorees/item.php?id=24
Retrieved from: http://www.socialworkers.org/pressroom/2012/awards42012.asp
The full list can be found at:
http://www.socialworkers.org/governmance/voting/2011/nominations/qualities.asp