This document discusses leadership and followership. It defines leadership as guiding others to achieve results, while followership involves being directed by a leader. The document outlines several theories of leadership, including trait, behavioral, contingency, and transformational theories. It also discusses leadership styles like autocratic, democratic, and laissez-faire. Overall, the document provides an overview of concepts and theories related to both leadership and followership.

1. Prepared by: B.J.VICTOR SOLOMON
MINI PROJECT
LEADERSHIP OR
FOLLOWERSHIP
Submitted to: Dr.JIKKU KURIAN
17-NOVEMBER-2016

2. INDEX
 INTRODUCTION
 THE TOPIC/CONCEPT
 FINDINGS
 CONCLUSION
 REFERENCES

3. 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.

4. 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.

5. DEFINITIONS
LEADERSHIP & 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.

6. LEADERSHIP
Leader:
 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.

7.  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.

8.  CONTINGENCYTHEORIES
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.

9.  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.

10.  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

11. 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.

12.  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.

13. LEADERSHIP TRAITS
o Integrity
o Honesty
o Dedication
o Assertiveness
o Openness
o Creativity
o Fairness
o Sense of humor
o Emotionalstability
o Dominance
o Enthusiasm
o Conscientiousness
o Social boldness
o Self assurance

14. 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.

15. 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

16. 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.Culturaldifferences
1.Emotional Intelligence
Emotionalintelligenceis the abilityto recognize and manage
emotion in oneself and in others. It includes several competencies,

17. such as self-awareness, empathy, adaptability,and self-
confidence.
2. Trust
Trust is the willingnessto make oneself vulnerableto the actions
of others, an essential element in leadership.Trustworthiness is
one of the competencies in emotionalintelligence.
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 understandingsof
problems, norms, work distribution,roles, or responsibilities.
Creativity is essential in leadingvirtual teams because the usual
leader–member interactionsdo not exist.
4.Servant Leadership
Servant leadershipis a view of leadershipthat asserts that leaders
lead by serving others that work exists for the person as much as

18. the person exists for work, and that servant leaders are stewards
who consider leadershipa trust.
5.Women Leaders
The question is, do women and men lead differently? Research
suggests that women tend to use a more people-oriented
leadershipstyle that is inclusiveand empowering, and tend to
excel in positionsthat demand strong interpersonal skills.
6.Cultural differences in leadership
Globalization will increasethe informationavailableon differences
in leadershipstyles. Limited research has indicatedthat there are
great differences in styles among variouscultures.
FOLLOWERSHIP
Followership:

19.  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

21. 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.

22. 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.

23. 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.

24. 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.

25. 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.

26. 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.

27. FINDINGS
 Theories of leadership
I. 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

28. DEMOCRATIC STYLE : Leaderhas 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, decisionmaking throughout
group, emphasis on the group, no criticizing
Positives:If highly motivated it's good,brainstorming
Negatives: can becomefrustrated and disinterested
 Emerging issues in leadership
Emotional Intelligence
Trust
Leading a virtualteam
ServantLeadership
Women Leadership
Cultural Leadership
 Kelly’s model of followerbehavior
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.

29. 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.

30. CONCLUSION
 Essential for leaders to understandothers’ cultures. Leaders
need to alter approachesbased on circumstances. Good
leaders are likely to be good followers. Leader behavior
should demonstratea concern for people; it enhances
follower well-being. All entrepreneursare 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.

31. REFERENCES
Books :
 MANAGEMENT
Author:James A.F. Stoner
Web sites:
 Linkedin.com
 Mindtools.com
 Quizlet.com
 Dictonary.com
 Google.com
 Harwarduniversity.com
 Slideshare.com