SlideShare a Scribd company logo
FOLLOWERSHIP OF THE LEADER
LeadingFOLLOWERS
“The function of
leadership is to produce
more leaders, not more
followers.”
Ralph Nader
US President 2008 Candidate
But, we need followers…
4
“He who cannot be a
good follower cannot be a
good leader.”
Aristotle

Recommended for you

Strategic Thinking
Strategic Thinking Strategic Thinking
Strategic Thinking

Strategic thinking is the manner in which leaders and followers in an organization think about, evaluate, examine, and construct a future for themselves and consequently the organization. It involves how we respond to the day to day activities as well as how we analyze potential problems and opportunities in the long term. The survival of any organization depends on the ability of its leaders and followers to think strategically. Strategic thinking identifies where we are now, and where we will be in the next 5 -10 -15 … years. According to Hughes and Beatty Strategic thinking refers to cognitive processes required for the collection, interpretation, generation and evaluation of information and ideas that shape an organization’s sustainable competitive advantage.

model5porter's
Learning Agility
Learning AgilityLearning Agility
Learning Agility

Learning agility refers to the ability and willingness to learn from experiences and apply that learning to perform successfully in new situations. It involves welcoming diverse experiences, thinking to make sense of them, being flexible and adapting easily. Key factors of learning agility include mental agility, people agility, results agility, change agility, and self-awareness agility. An agile learner displays eagerness to learn about themselves, others, and ideas with a genuine willingness to learn from feedback and experiment thoughtfully with resilience and idealism regarding change.

life skilllearningagility
Leadership
LeadershipLeadership
Leadership

An ideal leader has vision, strong character, and mindfulness. They act as a role model through their character and motivate others to improve. Key characteristics include managing conflicts, strong communication skills, providing guidance, training team members, encouraging creativity through new ideas, and motivating through building trust and confidence. An ideal leader also coordinates effectively, fosters good values through leading by example, and resolves conflicts. To become an ideal leader requires effective communication, a positive attitude, encouraging contributions, understanding your leadership style, serving as a role model, and being passionate.

5
“In searching so zealously for better
leaders we tend to lose sight of the
people these leaders will lead.
Organizations stand or fall partly on
the basis of how well their leaders
lead, but partly also on the basis of
how well their followers follow.”
Robert Kelley
Distinguished Service Professor of Management
Carnegie Mellon University
We need to understand the human
qualities that allow effective followership
to occur.
Kelly, Robert (1988). In Praise of Followers, HBR
MODEL 1
Kelly’s Followership Model
ALIENATED FOLLOWERS EFFECTIVE FOLLOWERS
YES PEOPLESHEEP
Active
Kelly, Robert (1988). In Praise of Followers, HBR
Passive
Dependent, Uncritical Thinking
Independent, Critical Thinking
SURVIVORS

Recommended for you

Leadership Training
Leadership TrainingLeadership Training
Leadership Training

The document discusses various definitions and aspects of leadership. It defines leadership as performing acts to lead others and influence groups towards goals, and notes that leadership is difficult to define but recognizable. It contrasts leaders, who look forward and create visions, with managers who maintain the status quo. It then discusses different types of leadership styles and skills leaders employ, such as innovating, coaching, problem-solving, communication, and decision-making. It emphasizes the importance for leaders to ask questions rather than issue instructions, learn from mistakes, and manage emotions, quality, chemistry, goals, and numbers.

leadershippr
Team Building Presentation
Team Building PresentationTeam Building Presentation
Team Building Presentation

Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork. An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.

Team Effectiveness
Team EffectivenessTeam Effectiveness
Team Effectiveness

The document discusses topics related to team effectiveness including task and maintenance roles, leadership models, team profiles, norms, and groupthink. It provides definitions of teams and explores factors that influence individual and team performance. Some key aspects of effective teams mentioned are clearly understood goals, open communication, shared decision making, and problem solving as a group.

teamsteamwork
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.
•Uninvolved
•Needs constant
supervision
•Avoids responsibility
•Fully engaged
•Demonstrates a sense
of ownership
•Problem solver
•Involved in decision
making
Passive Behavior Active Behavior
Complete the
FOLLOWERSHIP SELF-
ASSESSMENT QUESTIONNAIRE
http://mbanicas.weebly.com/identify-your-followership-style.html
Followership Style Questionnaire
ALIENATED
FOLLOWERS
EFFECTIVE
FOLLOWERS
YES PEOPLESHEEP
Active
Kelly, Robert (1988). In Praise of Followers, HBR
Passive
Dependent, Uncritical Thinking
Independent, Critical Thinking
30
45
60
15
15 45 600
0
SURVIVORS

Recommended for you

Learning agility
Learning agilityLearning agility
Learning agility

This white paper discusses learning agility, which is defined as an individual's willingness and ability to learn throughout their career. It explores a learning agility assessment that measures five facets: innovating, performing, reflecting, risking, and defending. High learning agile individuals tend to be more extroverted, original, focused, and resilient. They are less defensive and more open to feedback. The paper provides tips for developing learning agility, such as challenging assumptions, experimenting with new ideas, reflecting on experiences, and volunteering for ambiguous roles.

Leadership
Leadership Leadership
Leadership

Leadership : Concept and skills of leadership Leadership and managerial role Leadership styles and effectiveness Contemporary issues in leadership

leadershipleadership developmentorganizational behavior
7 habits of highly effective people plus what is a talanted resource
7 habits of highly effective people plus what is a talanted resource7 habits of highly effective people plus what is a talanted resource
7 habits of highly effective people plus what is a talanted resource

This document summarizes Stephen R. Covey's book "The 7 Habits of Highly Effective People". It outlines the 7 habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. For each habit, it provides principles and explanations of how to develop that habit. It also includes diagrams illustrating key concepts from the book such as proactivity, levels of effectiveness, time management matrices, and principles of mutual understanding.

7 habitshighly effective peoplestephen covey
Kelly’s Followership Model
SHEEP
Active
Kelly, Robert (1992). Kelly’s Model of Follower Behavior
Passive
Dependent, Uncritical Thinking
Independent, Critical Thinking
• Passive/dependent,
uncritical thinking
• Lack initiative
• Does not play an active role
• Simply comply with any
order given
• Uninvolved
• Needs constant supervision
• Avoids responsibility
Kelly’s Followership Model
YES PEOPLE
Active
Kelly, Robert (1992). Kelly’s Model of Follower Behavior
Passive
Dependent, Uncritical Thinking
Independent, Critical Thinking
•Active/dependent, uncritical thinking
•Readily carry out orders uncritically
–Dangerous if orders contradict
standards
–Ex. Person who always says
what he thinks leaders want to
hear
• Participates actively but does not
use critical thinking skills
• Participates willingly without
thought to consequences
• Avoids conflict
Kelly’s Followership Model
Active
Kelly, Robert (1992). Kelly’s Model of Follower Behavior
Passive
Dependent, Uncritical Thinking
Independent, Critical Thinking
SURVIVORS
• Right in the middle
• Rarely committed to
work/group goals
• Does just enough to get by
• Mediocre performers clogging
the arteries of an organization
• Has qualities of all four
extremes
• Uses what benefits his/her
position
• Political
• Avoids Risk
Kelly’s Followership Model
ALIENATED FOLLOWERS
Active
Kelly, Robert (1992). Kelly’s Model of Follower Behavior
Passive
Dependent, Uncritical Thinking
Independent, Critical Thinking
• Passive/independent,
critical thinking
• Festering wounds in an
organization
• Criticize, but never offer
constructive support
• Passive, yet independent
• Critical, independent
thinkers
• Focus on shortcomings of
organization and leaders

Recommended for you

Leadership skills
Leadership skills Leadership skills
Leadership skills

This document discusses leadership and the roles and responsibilities of team leaders. It provides definitions of leadership from Prof. Warren Bennis and describes some key responsibilities of team leaders, such as guiding team members, setting goals and objectives, and monitoring performance. The document also explores whether leaders are born or made and lists important leadership skills like intelligence, creativity, and emotional intelligence. Finally, it discusses the importance of teamwork, accountability, and goal setting for effective leadership.

10 Steps to Becoming a Better Leader
10 Steps to Becoming a Better Leader10 Steps to Becoming a Better Leader
10 Steps to Becoming a Better Leader

Any student or young person can be a leader, regardless of age or experience. Here are 10 tips students can use to become a better leader. Learn more about the Student Leadership Challenge: studentleadershipchallenge.com/assess

josseycollegemillennials
Followership
FollowershipFollowership
Followership

We been talking a lot about good leaders and good followers but what about good followers and good followership?

leadershipfollowershipleader
Kelly’s Followership Model
EFFECTIVE FOLLOWERS
Active
Kelly, Robert (1992). Kelly’s Model of Follower Behavior
Dependent, Uncritical Thinking
Independent, Critical Thinking
Passive
• Active/independent, critical
thinking
• Problem solvers
• Can work with others
• Reflect on goals of the
organization
• Not hesitant to bring concerns to
leader
• Independent and critical thinker
• Active in the organization
• Does not avoid risk or conflict
• Acts willingly
• Capable of self-management
Kelly’s Followership Model
ALIENATED FOLLOWERS EFFECTIVE FOLLOWERS
YES PEOPLESHEEP
Active
Kelly, Robert (1988). In Praise of Followers, HBR
Passive
Dependent, Uncritical Thinking
Independent, Critical Thinking
SURVIVORS
MODEL 2
Potter and Rosenbach Followership Model
POLITICIAN PARTNER
CONTRIBUTORSUBORDINATE
Low
Potter and Rosenbach Followership Model (2012). Contemporary Issues In Leadership
Relationship
Initiative
Performance
Initiative
High
High

Recommended for you

Building trust
Building trustBuilding trust
Building trust

We know that healthy, respectful, and trusting teacher-student relationships nearly double the rate at which a student can learn. While not measured in the same fashion, building rapport and trust among adults has been proven to garner powerful results in businesses and schools/systems alike, and is an essential component in creating a culture of achievement. Using the latest research, this session will identify ways to propel your school, district, or organization towards success by improving your trust and communication skills with your colleagues, direct reports, and supervisors.

professional learningeducationrelationships
Leadership & creativity
Leadership & creativityLeadership & creativity
Leadership & creativity

Creativity is a leadership quality that should be an essential part of the job description. Leaders may not need to be creative themselves, but they need to understand key elements of the creative process.

leadershipcreativitycreative leadership
The 360-Degree Leader - Presentation.ppt
The 360-Degree Leader - Presentation.pptThe 360-Degree Leader - Presentation.ppt
The 360-Degree Leader - Presentation.ppt

This document summarizes John C. Maxwell's book "360 Degree Leadership: Leading Up, Down, and Across the Organization". The book discusses how leadership can be practiced from any level in an organization, not just at the top. It outlines myths that prevent middle managers from leading, and principles for leading subordinates, peers, and superiors effectively. The value of developing leadership at all levels is that it creates a stronger, more effective leadership team throughout the organization.

leadership
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.
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.
Potter and Rosenbach Followership Model
POLITICIAN
Low
Relationship
Initiative
Performance
Initiative
High
High
Potter and Rosenbach Followership Model (2012). Contemporary Issues In Leadership
• Put much more emphasis
on getting along well with
their boss than getting
things done.
• Loyal and sensitive to
interpersonal dynamics
Potter and Rosenbach Followership Model
PARTNER
Low
Relationship
Initiative
Performance
Initiative
High
High
Potter and Rosenbach Followership Model (2012). Contemporary Issues In Leadership
• 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.
Potter and Rosenbach Followership Model
CONTRIBUTOR
Low
Relationship
Initiative
Performance
Initiative
High
High
Potter and Rosenbach Followership Model (2012). Contemporary Issues In Leadership
Hard workers and
often are motivated
to be subject matter
experts in their
organization.

Recommended for you

From Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time ManagersFrom Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time Managers

The transition from individual contributor to manager can be a daunting task. A survey by CEB, now Gartner, revealed that more than 50% of new managers fail. Balancing new responsibilities while learning how to lead former peers is a common challenge that most first-time managers struggle to overcome. During this webinar, Learning & Development Manager Libby Mullen will discuss this challenge and five others that new managers face. She’ll explain why management training is a crucial element to success as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies. Key takeaways: Identify key strengths and improve weaknesses of first-time managers Improve the relationship of new managers and their employees through emotional intelligence development and coaching techniques Create a training plan that builds confidence and increases productivity for your new managers

manager trainingmanager developmentnew manager training
Self Leadership and Strategy
Self Leadership and StrategySelf Leadership and Strategy
Self Leadership and Strategy

This document discusses self-leadership and creating a self-leadership strategy. It suggests that to develop an effective strategy, one must strengthen fundamental people skills. These include skills like initiative, creative thinking, active listening, and managing stress. The document also recommends focusing on developing honesty, forward-thinking, inspiration and competence. Overall, it argues that differentiation requires strengthening core people powers and selecting a strategy focused on differentiation through developing people's fundamental skills and capacities.

managementsengeporter
SW611 Leaders Role in Change Group Presentation Part 2
SW611 Leaders Role in Change Group Presentation Part 2SW611 Leaders Role in Change Group Presentation Part 2
SW611 Leaders Role in Change Group Presentation Part 2

The document discusses various models and principles of followership. It begins by outlining four principles of followership, noting that everyone takes on follower roles at some point. It then examines the Potter and Rosenbach followership model, which categorizes followers into politician, partner, subordinate, and contributor roles based on their focus on performance and relationships. Next, it analyzes the Curphy followership model, which evaluates followers based on their critical thinking and engagement levels, identifying four follower types: criticizer, self-starter, slacker, and brown-noser. The document concludes by discussing the role of leaders in bringing about social change and qualities of effective social work leaders.

Potter and Rosenbach Followership Model
SUBORDINATE
Low
Relationship
Initiative
Performance
Initiative
High
High
Potter and Rosenbach Followership Model (2012). Contemporary Issues In Leadership
• Follows in the more
traditional sense.
• Told what to do –
follow orders.
• Particularly low to
medium performers
and relationships.
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.
Potter and Rosenbach Followership Model
POLITICIAN PARTNER
CONTRIBUTORSUBORDINATE
Low
Potter and Rosenbach Followership Model (2012). Contemporary Issues In Leadership
Relationship
Initiative
Performance
Initiative
High
High
MODEL 3

Recommended for you

Followership.pptx
Followership.pptxFollowership.pptx
Followership.pptx

This document discusses followership and provides an overview of key concepts. It defines followership as a process where individuals accept influence from leaders to achieve common goals. It also discusses different perspectives on followership, including role-based and relational-based views. Several typologies of followership are presented from different researchers. The document also discusses how followers can support or challenge leaders, and how passive followers can enable destructive leadership.

Chapter 6 Leadership
Chapter 6 LeadershipChapter 6 Leadership
Chapter 6 Leadership

- The chapter discusses the important but often overlooked role of followership in organizations. Effective followership requires both critical thinking and active participation. - There are five styles of followership: alienated, conformist, pragmatic survivor, passive, and effective. The most effective style is one that demonstrates independent, critical thinking as well as active involvement in the organization. - Followers can manage their relationships with leaders through strategies like being a resource to the leader, helping the leader succeed, building trust, and having realistic expectations of the leader. Developing these skills is key to effective followership.

Contemporary Approach to Leadership.
Contemporary  Approach to Leadership.Contemporary  Approach to Leadership.
Contemporary Approach to Leadership.

The document discusses various theories and models of leadership. It begins by defining leadership as the ability to influence others and motivate them to achieve goals. It then covers several contingency models of leadership including Fiedler's Contingency Model, Cognitive Resource Theory, and Hersey and Blanchard's Situational Leadership Model. It also discusses Path-Goal Theory. The document then examines the traits and behaviors associated with transformational leadership. It concludes by discussing ways to develop leadership through selection and training.

Curphy – Roellig Followership Model
CRITICIZER SELF - STARTER
BROWN - NOSERSLACKERS
Low
Curphy, G., Roellig, M. (2011). Followership Model
Critical Thinking
Engagement
High
High
Complete the
FOLLOWERSHIP SELF-
ASSESSMENT QUESTIONNAIRE
Assessing Followership Types
CRITICIZER
SELF -
STARTER
BROWN -
NOSER
SLACKERS
Low
Curphy, G., Roellig, M. (2011). Followership Model
Critical Thinking
Engagement
High
High
-20
-20
-10
0
0
10 20
-10
10
20
UNDEFINED
Curphy – Roellig Followership Model
CRITICIZER
Strong critical thinking skills
Motivated to find fault in leaders
Pessimistic employees
Seeking to convert others to find fault
with leader
Jaded employee due to lack of
recognition
SELF - STARTER
Passionate
Always thinking of how to improve
performance
Think of creative ways to resolve issues
Lack patience
Risk of becoming a Slacker or Criticizer
BROWN - NOSER
Strong work ethic
Loyal to the leader
Lack critical thinking
Reluctant to make decisions
Can become a Self-Starter
SLACKERS
Creative solutions to avoid work
Strong sense of entitlement
High motivation
Can become Self-Starter if provided
with correct tasks
Low
Curphy, G., Roellig, M. (2011). Followership Model
Critical Thinking
Engagement
High
High

Recommended for you

leadership
leadershipleadership
leadership

This document discusses various theories of leadership including: 1. Trait theories which examine personality traits that differentiate leaders. 2. Behavioral theories such as the Ohio State and University of Michigan studies which identified leadership behaviors like consideration, initiating structure, and employee-orientation. 3. Contingency theories including Fiedler's model which matches leadership styles to situational control and influence, and Hersey and Blanchard's situational theory linking leadership styles to follower readiness. 4. Contemporary theories like leader-member exchange which looks at in-groups and out-groups, and path-goal theory focusing on assisting followers achieve goals.

Leadership Style.pptx
Leadership Style.pptxLeadership Style.pptx
Leadership Style.pptx

The document discusses 11 common leadership styles: authoritarian, participative, delegative, visionary, coaching, affiliative, democratic, pacesetting, commanding, transformational, and transactional. For each style, it provides an overview of when the style is most effective and examples of pros and cons. It also distinguishes between leadership and management, noting that leadership involves inspiring vision while management focuses on operational goals. The overall purpose is to help readers understand different leadership approaches and identify areas for self-improvement.

Leadership
Leadership Leadership
Leadership

This document discusses various leadership styles and theories of leadership. It begins by defining leadership as the ability to influence others towards achieving goals according to Robbins. It then describes different leadership styles such as autocratic, democratic, participative and laissez-faire. Several leadership theories are also summarized, including trait theory, behavioural theories focusing on styles/behaviours, and contingency/situational theories which emphasize the importance of the situation. Specific theories discussed include Fiedler's contingency model, situational leadership theory, and path-goal theory.

Leading Followers
Curphy – Roellig Model Implications
1. The model can help leaders assess follower types and determine the best
ways to motivate direct reports.
2. Follower types are not static; they change depending on the situation.
3. It is not unusual for followers to start their careers as brown-nosers.
Need to learn before they are comfortable.
4. Organizations that have decent selection processes are more likely to
hire brown-nosers and self-starters than criticizers and slackers. The
longer a person stays in an organization, the more likely they will become
criticizers
5. People in positions of authority also play followership roles. They need to
realize how their own followership type affects how they lead others.
Curphy – Roellig Followership Model
CRITICIZER SELF - STARTER
BROWN - NOSERSLACKERS
Low
Curphy, G., Roellig, M. (2011). Followership Model
Critical Thinking
Engagement
High
High
RULES OF FOLLOWERSHIP

Recommended for you

Leadership lecture (1).pptx
Leadership lecture (1).pptxLeadership lecture (1).pptx
Leadership lecture (1).pptx

The document discusses various topics related to leadership including definitions of leadership, attributes of great leaders, differences between bosses and leaders, leadership styles, organizational leadership, and ethics in leadership. It defines leadership as influencing others towards a collective vision. It describes three main leadership styles - authoritarian, participative, and delegative. Authoritarian leaders make independent decisions while participative leaders encourage input but make the final decision. Delegative leaders offer little guidance. The document also outlines tips for effective organizational leadership and ethics important for leaders such as dignity, respect, serving others, justice, and community building.

leadership development
organizational-leadership.hrhehshhsbsbsbsb
organizational-leadership.hrhehshhsbsbsbsborganizational-leadership.hrhehshhsbsbsbsb
organizational-leadership.hrhehshhsbsbsbsb

This document discusses organizational leadership and defines leadership. It provides multiple perspectives on leadership from various authors. Leadership is defined as a reciprocal, multidirectional influence relationship between leaders and active followers who intend real changes. The document also discusses different levels of leadership, leadership development, and the functions of management versus leadership. It outlines major research approaches to studying leadership such as trait, behavior, power-influence, situational, and integrative approaches.

What does it take to be a leader?
What does it take to be a leader?What does it take to be a leader?
What does it take to be a leader?

Pharmacists can learn from the accumulated wisdom of the leadership literature to be better leaders. These slides summarize the major ideas covered in Chapter 2 of "Leadership for Pharmacists". It provides a brief review of leadership theories and what pharmacists can learn from them.

pharmacyleadership developmentnarcissistic leaders
Meilinger’s Ten Rules of Followership
1. Don’t blame your boss for an unpopular decision or policy; your job is to
support, not undermine.
2. Fight with your boss if necessary; but do it in private, avoid embarrassing
situations, and never reveal to others what was discussed.
3. Make the decision, then run it past the boss; use your initiative.
4. Accept responsibility whenever it is offered.
5. Tell the truth and don’t quibble; your boss will be giving advice up the
chain of command based on what you said.
6. Do your homework; give your boss all the information needed to make a
decision; anticipate possible questions.
Col Phillip S. Meilinger, The Ten Rules of Good Followership,
Concepts for Air Force Leader
Meilinger’s Ten Rules of Followership
7. When making a recommendation, remember who will probably have to
implement it. This means you must know your own limitations and
weaknesses as well as your strengths.
8. Keep your boss informed of what’s going on in the unit; people will be
reluctant to tell him or her their problems and successes. You should do
it for them, and assume someone else will tell the boss about yours.
9. If you see a problem, fix it. Don’t worry about who would have gotten
the blame or who now gets the praise.
10. Put in more than an honest day’s work, but don’t ever forget the needs
of your family. If they are unhappy, you will be too, and your job
performance will suffer accordingly.
Col Phillip S. Meilinger, The Ten Rules of Good Followership,
Concepts for Air Force Leader
Follower should influence the leader…
WAYS TO INFLUENCE YOUR LEADER
Be a Resource for the Leader
Determine the leader’s needs.
Zig where the leader zags.
Tell leader about you.
Align self to team purpose/vision.
Help the Leader Be a Good Leader
Ask for advice.
Tell leader what you think.
Find things to thank leader for.
View the Leader Realistically
Give up idealized leader images.
Don’t hide anything.
Don’t criticize leader to others.
Disagree occasionally.
Build a Relationship
Ask about leader at your
level/position.
Welcome feedback and criticism.
Ask leader to tell you company
stories.
Thomson Learning, Inc (2008)

Recommended for you

Opinion Ladership General.pptx
Opinion Ladership General.pptxOpinion Ladership General.pptx
Opinion Ladership General.pptx

This document discusses various leadership theories and styles that can be applied in a hospital setting. It defines leadership and describes different leadership styles like autocratic, democratic, laissez-faire. It also explains major leadership theories such as trait theory, behavior theory, and contingency theory. Specifically, it outlines Fiedler's contingency theory and its LPC scale, path-goal theory, and Vroom-Yetton-Jago decision-making model. The goal is to help hospital leaders understand different approaches and select the most appropriate leadership style based on the situation.

Organisational_Behavior_OVERALL_PPT_ppt.ppt
Organisational_Behavior_OVERALL_PPT_ppt.pptOrganisational_Behavior_OVERALL_PPT_ppt.ppt
Organisational_Behavior_OVERALL_PPT_ppt.ppt

Here are the key details about the Organizational Behavior course: - The course aims to provide an understanding of individual and group behavior in organizations and how it impacts effective management. - The syllabus covers important topics like perception, emotions, motivation, personality, group dynamics, leadership, power and politics. - There are 5 modules spread across 24 sessions. Modules cover individual behavior aspects like perception, emotions, motivation and personality as well as group behavior aspects like group dynamics, leadership, power and politics. - Evaluation includes assignments, quizzes, tests, field projects and presentations. Continuous evaluation contributes 70% weightage. - Activities include case discussions, exercises, videos, assessments and field projects to enhance

Educational leadership
Educational leadershipEducational leadership
Educational leadership

This document discusses various leadership theories including trait theory, style theory, grid theory, and situational leadership. It defines leadership and discusses key leadership traits such as adaptability, assertiveness, and motivation. It also analyzes different leadership styles like autocratic, democratic, and laissez-faire. The grid theory of leadership identifies five styles based on concern for people and production - indifferent, accommodating, dictatorial, status quo, and sound. Overall, the document provides an overview of several important leadership theories and concepts.

But, what type of a worker /
follower are you?
FOUR TYPES OF WORKERS
HIGH DOING
LOW THINKING
HIGH THINKING
HIGH DOING
HIGH THINKING
LOW DOING
LOW THINKING
LOW DOING
High
Tan Sri Ismail Adam, Former Director General of Public Service Malaysia 2005 - 2010
Low
Low High
DOING
THINKING
But are we ready for the followership of
the millennials?
Leading Followers

Recommended for you

leadership and management
leadership and management leadership and management
leadership and management

The document discusses various theories of management and leadership. It describes trait theory, which proposes that effective leaders are born with certain traits. Behavioral theories are discussed, including studies at Ohio State University that identified consideration for employees and focus on tasks as key leadership behaviors. The University of Michigan studies classified behaviors as employee-oriented or production-oriented. Blake and Mouton's managerial grid plots concern for tasks versus people to define leadership styles. Contingency theory proposes there is no single best leadership style and the most effective style depends on the situation.

theory of leadershiptrait theorymichigans theory
Ldr 300 ldr300 ldr 300 education for service uopstudy.com
Ldr 300 ldr300 ldr 300 education for service   uopstudy.comLdr 300 ldr300 ldr 300 education for service   uopstudy.com
Ldr 300 ldr300 ldr 300 education for service uopstudy.com

- The document provides a study guide for the LDR 300 Innovative Leadership course, including practice knowledge checks and applies questions covering topics like leadership styles, followership, learning approaches, and leadership development tools. - It tests understanding of concepts like the different styles of followers according to Kelley's model, single and double loop learning, leadership archetypes, and conducting a GAPS analysis. - The questions cover identifying statements about topics covered in the course and applying definitions to examples.

ldr 300 ldr300 ldr 300 education for service uop
Ldr 300 ldr300 ldr 300 best tutorials guide uopstudy.com
Ldr 300 ldr300 ldr 300 best tutorials guide  uopstudy.comLdr 300 ldr300 ldr 300 best tutorials guide  uopstudy.com
Ldr 300 ldr300 ldr 300 best tutorials guide uopstudy.com

- The document provides a study guide for the LDR 300 Innovative Leadership course, including practice knowledge checks and application tests with multiple choice questions. - The questions cover topics like styles of followership, leadership approaches, generations in the workplace, power and influence, and leadership development models. - Leadership development involves creating a plan to identify strengths and weaknesses, set goals, and reflect on actions to improve key skills.

ldr 300 ldr300 ldr 300 best tutorials guide uopst
Without followers, there are no leaders.
The nature of leader- follower relationships
involves reciprocity, or the mutual exchange
of influence.
Daft, Richard (2008). The Leadership Experience
So... What kind of
follower are you?
Well... It depends
on what kind
of a leader
you are?
Leading Followers |RECAP
Leading Followers

Recommended for you

Leadership & Teamwork
Leadership & TeamworkLeadership & Teamwork
Leadership & Teamwork

The document discusses leadership and teamwork. It defines leadership as influencing others to accomplish a mission while motivating and developing people. Several leadership theories are described, including traits theory, great man theory, behavioral theory, and contingency theory. Different leadership styles like autocratic, democratic, laissez-faire, and paternalistic are also outlined. The stages of team development from forming to performing are presented. Effective team meetings and decision making processes are discussed. The differences between a leader and manager are defined.

BA 361 lecture ch 14.ppt
BA 361 lecture ch 14.pptBA 361 lecture ch 14.ppt
BA 361 lecture ch 14.ppt

This chapter discusses various theories of leadership. It covers trait theories, which examine personal characteristics of leaders, and behavioral theories, which focus on leaders' behaviors and consideration of followers. Situational theories like Fiedler's contingency model and path-goal theory propose that leadership effectiveness depends on situational factors. Transformational leadership aims to inspire and intellectually stimulate followers. Servant leadership emphasizes service to others, while superleadership develops followers' self-management skills. The chapter also examines leader-member exchange theory and substitutes for leadership.

Week 1 Development of Leadership Theory(1) (2).ppt
Week 1 Development of Leadership Theory(1) (2).pptWeek 1 Development of Leadership Theory(1) (2).ppt
Week 1 Development of Leadership Theory(1) (2).ppt

This document discusses various theories and perspectives on leadership. It begins by covering trait theories, which examine personal characteristics that differentiate leaders from followers. It then discusses behavioral theories that focus on observable leader behaviors. Situational theories are presented that contend there is no single best leadership style and that effectiveness depends on the situation. Transformational and charismatic leadership models are introduced that emphasize inspiring followers and pursuing organizational goals. Additional perspectives on servant leadership and leader-member exchange are also summarized.

More Related Content

What's hot

Performance Conversations that Make a Difference
Performance Conversations that Make a DifferencePerformance Conversations that Make a Difference
Performance Conversations that Make a Difference
WINNERS-at-WORK Pty Ltd
 
Good manager
Good managerGood manager
Good manager
Ashit Jain
 
Leadership Fundamentals
Leadership FundamentalsLeadership Fundamentals
Leadership Fundamentals
Hj Mohamad Idrakisyah
 
Strategic Thinking
Strategic Thinking Strategic Thinking
Strategic Thinking
guestdad1e
 
Learning Agility
Learning AgilityLearning Agility
Learning Agility
Akshay Krishna K R
 
Leadership
LeadershipLeadership
Leadership
ShreeyaVatsa
 
Leadership Training
Leadership TrainingLeadership Training
Leadership Training
James Chung
 
Team Building Presentation
Team Building PresentationTeam Building Presentation
Team Building Presentation
dreamdrifter724
 
Team Effectiveness
Team EffectivenessTeam Effectiveness
Team Effectiveness
Lance Whitworth
 
Learning agility
Learning agilityLearning agility
Learning agility
Megha Gupta
 
Leadership
Leadership Leadership
Leadership
Dr Kiran Kakade
 
7 habits of highly effective people plus what is a talanted resource
7 habits of highly effective people plus what is a talanted resource7 habits of highly effective people plus what is a talanted resource
7 habits of highly effective people plus what is a talanted resource
Jose Pla
 
Leadership skills
Leadership skills Leadership skills
Leadership skills
HarshalPatil242
 
10 Steps to Becoming a Better Leader
10 Steps to Becoming a Better Leader10 Steps to Becoming a Better Leader
10 Steps to Becoming a Better Leader
Wiley
 
Followership
FollowershipFollowership
Followership
André Faria Gomes
 
Building trust
Building trustBuilding trust
Building trust
Kristin_Anderson_1
 
Leadership & creativity
Leadership & creativityLeadership & creativity
Leadership & creativity
Bala Narendra Kiran
 
The 360-Degree Leader - Presentation.ppt
The 360-Degree Leader - Presentation.pptThe 360-Degree Leader - Presentation.ppt
The 360-Degree Leader - Presentation.ppt
HoneyiaSipra
 
From Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time ManagersFrom Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time Managers
BizLibrary
 
Self Leadership and Strategy
Self Leadership and StrategySelf Leadership and Strategy
Self Leadership and Strategy
Takashi Uchida
 

What's hot (20)

Performance Conversations that Make a Difference
Performance Conversations that Make a DifferencePerformance Conversations that Make a Difference
Performance Conversations that Make a Difference
 
Good manager
Good managerGood manager
Good manager
 
Leadership Fundamentals
Leadership FundamentalsLeadership Fundamentals
Leadership Fundamentals
 
Strategic Thinking
Strategic Thinking Strategic Thinking
Strategic Thinking
 
Learning Agility
Learning AgilityLearning Agility
Learning Agility
 
Leadership
LeadershipLeadership
Leadership
 
Leadership Training
Leadership TrainingLeadership Training
Leadership Training
 
Team Building Presentation
Team Building PresentationTeam Building Presentation
Team Building Presentation
 
Team Effectiveness
Team EffectivenessTeam Effectiveness
Team Effectiveness
 
Learning agility
Learning agilityLearning agility
Learning agility
 
Leadership
Leadership Leadership
Leadership
 
7 habits of highly effective people plus what is a talanted resource
7 habits of highly effective people plus what is a talanted resource7 habits of highly effective people plus what is a talanted resource
7 habits of highly effective people plus what is a talanted resource
 
Leadership skills
Leadership skills Leadership skills
Leadership skills
 
10 Steps to Becoming a Better Leader
10 Steps to Becoming a Better Leader10 Steps to Becoming a Better Leader
10 Steps to Becoming a Better Leader
 
Followership
FollowershipFollowership
Followership
 
Building trust
Building trustBuilding trust
Building trust
 
Leadership & creativity
Leadership & creativityLeadership & creativity
Leadership & creativity
 
The 360-Degree Leader - Presentation.ppt
The 360-Degree Leader - Presentation.pptThe 360-Degree Leader - Presentation.ppt
The 360-Degree Leader - Presentation.ppt
 
From Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time ManagersFrom Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time Managers
 
Self Leadership and Strategy
Self Leadership and StrategySelf Leadership and Strategy
Self Leadership and Strategy
 

Similar to Leading Followers

SW611 Leaders Role in Change Group Presentation Part 2
SW611 Leaders Role in Change Group Presentation Part 2SW611 Leaders Role in Change Group Presentation Part 2
SW611 Leaders Role in Change Group Presentation Part 2
Nathan Lizotte, LMSW-cc
 
Followership.pptx
Followership.pptxFollowership.pptx
Followership.pptx
Rodofar
 
Chapter 6 Leadership
Chapter 6 LeadershipChapter 6 Leadership
Chapter 6 Leadership
PeleZain
 
Contemporary Approach to Leadership.
Contemporary  Approach to Leadership.Contemporary  Approach to Leadership.
Contemporary Approach to Leadership.
Kuntal Pal
 
leadership
leadershipleadership
leadership
Sourav Bera
 
Leadership Style.pptx
Leadership Style.pptxLeadership Style.pptx
Leadership Style.pptx
MerrileeEdangal
 
Leadership
Leadership Leadership
Leadership
AshwiniKumbar1
 
Leadership lecture (1).pptx
Leadership lecture (1).pptxLeadership lecture (1).pptx
Leadership lecture (1).pptx
HajraBinteislam
 
organizational-leadership.hrhehshhsbsbsbsb
organizational-leadership.hrhehshhsbsbsbsborganizational-leadership.hrhehshhsbsbsbsb
organizational-leadership.hrhehshhsbsbsbsb
LeobertPBautista
 
What does it take to be a leader?
What does it take to be a leader?What does it take to be a leader?
What does it take to be a leader?
Virginia Commonwealth University School of Pharmacy
 
Opinion Ladership General.pptx
Opinion Ladership General.pptxOpinion Ladership General.pptx
Opinion Ladership General.pptx
prasad715947
 
Organisational_Behavior_OVERALL_PPT_ppt.ppt
Organisational_Behavior_OVERALL_PPT_ppt.pptOrganisational_Behavior_OVERALL_PPT_ppt.ppt
Organisational_Behavior_OVERALL_PPT_ppt.ppt
Raja Manyam
 
Educational leadership
Educational leadershipEducational leadership
Educational leadership
SuchitraBehera11
 
leadership and management
leadership and management leadership and management
leadership and management
Roshni Saji
 
Ldr 300 ldr300 ldr 300 education for service uopstudy.com
Ldr 300 ldr300 ldr 300 education for service   uopstudy.comLdr 300 ldr300 ldr 300 education for service   uopstudy.com
Ldr 300 ldr300 ldr 300 education for service uopstudy.com
UOPCourseHelp
 
Ldr 300 ldr300 ldr 300 best tutorials guide uopstudy.com
Ldr 300 ldr300 ldr 300 best tutorials guide  uopstudy.comLdr 300 ldr300 ldr 300 best tutorials guide  uopstudy.com
Ldr 300 ldr300 ldr 300 best tutorials guide uopstudy.com
UOPCourseHelp
 
Leadership & Teamwork
Leadership & TeamworkLeadership & Teamwork
Leadership & Teamwork
Kamran Hafeez
 
BA 361 lecture ch 14.ppt
BA 361 lecture ch 14.pptBA 361 lecture ch 14.ppt
BA 361 lecture ch 14.ppt
ssuser48f152
 
Week 1 Development of Leadership Theory(1) (2).ppt
Week 1 Development of Leadership Theory(1) (2).pptWeek 1 Development of Leadership Theory(1) (2).ppt
Week 1 Development of Leadership Theory(1) (2).ppt
ssuserc38659
 
Detail Presentation on Effective leadership and Followership
Detail Presentation on Effective leadership and FollowershipDetail Presentation on Effective leadership and Followership
Detail Presentation on Effective leadership and Followership
Rashed Barakzai
 

Similar to Leading Followers (20)

SW611 Leaders Role in Change Group Presentation Part 2
SW611 Leaders Role in Change Group Presentation Part 2SW611 Leaders Role in Change Group Presentation Part 2
SW611 Leaders Role in Change Group Presentation Part 2
 
Followership.pptx
Followership.pptxFollowership.pptx
Followership.pptx
 
Chapter 6 Leadership
Chapter 6 LeadershipChapter 6 Leadership
Chapter 6 Leadership
 
Contemporary Approach to Leadership.
Contemporary  Approach to Leadership.Contemporary  Approach to Leadership.
Contemporary Approach to Leadership.
 
leadership
leadershipleadership
leadership
 
Leadership Style.pptx
Leadership Style.pptxLeadership Style.pptx
Leadership Style.pptx
 
Leadership
Leadership Leadership
Leadership
 
Leadership lecture (1).pptx
Leadership lecture (1).pptxLeadership lecture (1).pptx
Leadership lecture (1).pptx
 
organizational-leadership.hrhehshhsbsbsbsb
organizational-leadership.hrhehshhsbsbsbsborganizational-leadership.hrhehshhsbsbsbsb
organizational-leadership.hrhehshhsbsbsbsb
 
What does it take to be a leader?
What does it take to be a leader?What does it take to be a leader?
What does it take to be a leader?
 
Opinion Ladership General.pptx
Opinion Ladership General.pptxOpinion Ladership General.pptx
Opinion Ladership General.pptx
 
Organisational_Behavior_OVERALL_PPT_ppt.ppt
Organisational_Behavior_OVERALL_PPT_ppt.pptOrganisational_Behavior_OVERALL_PPT_ppt.ppt
Organisational_Behavior_OVERALL_PPT_ppt.ppt
 
Educational leadership
Educational leadershipEducational leadership
Educational leadership
 
leadership and management
leadership and management leadership and management
leadership and management
 
Ldr 300 ldr300 ldr 300 education for service uopstudy.com
Ldr 300 ldr300 ldr 300 education for service   uopstudy.comLdr 300 ldr300 ldr 300 education for service   uopstudy.com
Ldr 300 ldr300 ldr 300 education for service uopstudy.com
 
Ldr 300 ldr300 ldr 300 best tutorials guide uopstudy.com
Ldr 300 ldr300 ldr 300 best tutorials guide  uopstudy.comLdr 300 ldr300 ldr 300 best tutorials guide  uopstudy.com
Ldr 300 ldr300 ldr 300 best tutorials guide uopstudy.com
 
Leadership & Teamwork
Leadership & TeamworkLeadership & Teamwork
Leadership & Teamwork
 
BA 361 lecture ch 14.ppt
BA 361 lecture ch 14.pptBA 361 lecture ch 14.ppt
BA 361 lecture ch 14.ppt
 
Week 1 Development of Leadership Theory(1) (2).ppt
Week 1 Development of Leadership Theory(1) (2).pptWeek 1 Development of Leadership Theory(1) (2).ppt
Week 1 Development of Leadership Theory(1) (2).ppt
 
Detail Presentation on Effective leadership and Followership
Detail Presentation on Effective leadership and FollowershipDetail Presentation on Effective leadership and Followership
Detail Presentation on Effective leadership and Followership
 

More from Azizi Ahmad

Template menulis akademik 30 Mac 2020
Template menulis akademik 30 Mac 2020Template menulis akademik 30 Mac 2020
Template menulis akademik 30 Mac 2020
Azizi Ahmad
 
Contoh RPH Kokurikulum Olahraga Lari Berganti-Ganti
Contoh RPH Kokurikulum Olahraga Lari Berganti-GantiContoh RPH Kokurikulum Olahraga Lari Berganti-Ganti
Contoh RPH Kokurikulum Olahraga Lari Berganti-Ganti
Azizi Ahmad
 
Contoh RPH Kokurikulum Olahraga Lari Pecut
Contoh RPH Kokurikulum Olahraga Lari PecutContoh RPH Kokurikulum Olahraga Lari Pecut
Contoh RPH Kokurikulum Olahraga Lari Pecut
Azizi Ahmad
 
Contoh RPH Kokurikulum Olahraga
Contoh RPH Kokurikulum OlahragaContoh RPH Kokurikulum Olahraga
Contoh RPH Kokurikulum Olahraga
Azizi Ahmad
 
MPU3071 Olahraga
MPU3071 OlahragaMPU3071 Olahraga
MPU3071 Olahraga
Azizi Ahmad
 
Leading Millenials
Leading MillenialsLeading Millenials
Leading Millenials
Azizi Ahmad
 
Leading Culture
Leading CultureLeading Culture
Leading Culture
Azizi Ahmad
 
Leading Change and Others
Leading Change and OthersLeading Change and Others
Leading Change and Others
Azizi Ahmad
 
Leading Self
Leading SelfLeading Self
Leading Self
Azizi Ahmad
 
Personality Plus
Personality PlusPersonality Plus
Personality Plus
Azizi Ahmad
 
Kerja Kursus MPU3081 5-6
Kerja Kursus MPU3081 5-6Kerja Kursus MPU3081 5-6
Kerja Kursus MPU3081 5-6
Azizi Ahmad
 
Kerja Kursus MPU3081 3-4
Kerja Kursus MPU3081 3-4Kerja Kursus MPU3081 3-4
Kerja Kursus MPU3081 3-4
Azizi Ahmad
 
Kerja Kursus MPU3081 1-2
Kerja Kursus MPU3081 1-2Kerja Kursus MPU3081 1-2
Kerja Kursus MPU3081 1-2
Azizi Ahmad
 
Buku Panduan Pengurusan Olahraga Di Sekolah
Buku Panduan Pengurusan Olahraga Di Sekolah Buku Panduan Pengurusan Olahraga Di Sekolah
Buku Panduan Pengurusan Olahraga Di Sekolah
Azizi Ahmad
 
Panduan Pengelolaan Sukan Olahraga
Panduan Pengelolaan Sukan Olahraga Panduan Pengelolaan Sukan Olahraga
Panduan Pengelolaan Sukan Olahraga
Azizi Ahmad
 
Lompat Tinggi
Lompat TinggiLompat Tinggi
Lompat Tinggi
Azizi Ahmad
 
Lompat Jauh
Lompat JauhLompat Jauh
Lompat Jauh
Azizi Ahmad
 
Lari Pecut
Lari PecutLari Pecut
Lari Pecut
Azizi Ahmad
 
Lari Berganti-ganti
Lari Berganti-gantiLari Berganti-ganti
Lari Berganti-ganti
Azizi Ahmad
 
Lari berpagar
Lari berpagarLari berpagar
Lari berpagar
Azizi Ahmad
 

More from Azizi Ahmad (20)

Template menulis akademik 30 Mac 2020
Template menulis akademik 30 Mac 2020Template menulis akademik 30 Mac 2020
Template menulis akademik 30 Mac 2020
 
Contoh RPH Kokurikulum Olahraga Lari Berganti-Ganti
Contoh RPH Kokurikulum Olahraga Lari Berganti-GantiContoh RPH Kokurikulum Olahraga Lari Berganti-Ganti
Contoh RPH Kokurikulum Olahraga Lari Berganti-Ganti
 
Contoh RPH Kokurikulum Olahraga Lari Pecut
Contoh RPH Kokurikulum Olahraga Lari PecutContoh RPH Kokurikulum Olahraga Lari Pecut
Contoh RPH Kokurikulum Olahraga Lari Pecut
 
Contoh RPH Kokurikulum Olahraga
Contoh RPH Kokurikulum OlahragaContoh RPH Kokurikulum Olahraga
Contoh RPH Kokurikulum Olahraga
 
MPU3071 Olahraga
MPU3071 OlahragaMPU3071 Olahraga
MPU3071 Olahraga
 
Leading Millenials
Leading MillenialsLeading Millenials
Leading Millenials
 
Leading Culture
Leading CultureLeading Culture
Leading Culture
 
Leading Change and Others
Leading Change and OthersLeading Change and Others
Leading Change and Others
 
Leading Self
Leading SelfLeading Self
Leading Self
 
Personality Plus
Personality PlusPersonality Plus
Personality Plus
 
Kerja Kursus MPU3081 5-6
Kerja Kursus MPU3081 5-6Kerja Kursus MPU3081 5-6
Kerja Kursus MPU3081 5-6
 
Kerja Kursus MPU3081 3-4
Kerja Kursus MPU3081 3-4Kerja Kursus MPU3081 3-4
Kerja Kursus MPU3081 3-4
 
Kerja Kursus MPU3081 1-2
Kerja Kursus MPU3081 1-2Kerja Kursus MPU3081 1-2
Kerja Kursus MPU3081 1-2
 
Buku Panduan Pengurusan Olahraga Di Sekolah
Buku Panduan Pengurusan Olahraga Di Sekolah Buku Panduan Pengurusan Olahraga Di Sekolah
Buku Panduan Pengurusan Olahraga Di Sekolah
 
Panduan Pengelolaan Sukan Olahraga
Panduan Pengelolaan Sukan Olahraga Panduan Pengelolaan Sukan Olahraga
Panduan Pengelolaan Sukan Olahraga
 
Lompat Tinggi
Lompat TinggiLompat Tinggi
Lompat Tinggi
 
Lompat Jauh
Lompat JauhLompat Jauh
Lompat Jauh
 
Lari Pecut
Lari PecutLari Pecut
Lari Pecut
 
Lari Berganti-ganti
Lari Berganti-gantiLari Berganti-ganti
Lari Berganti-ganti
 
Lari berpagar
Lari berpagarLari berpagar
Lari berpagar
 

Recently uploaded

Chapter-2-Era-of-One-party-Dominance-Class-12-Political-Science-Notes-2 (1).pptx
Chapter-2-Era-of-One-party-Dominance-Class-12-Political-Science-Notes-2 (1).pptxChapter-2-Era-of-One-party-Dominance-Class-12-Political-Science-Notes-2 (1).pptx
Chapter-2-Era-of-One-party-Dominance-Class-12-Political-Science-Notes-2 (1).pptx
Brajeswar Paul
 
Delegation Inheritance in Odoo 17 and Its Use Cases
Delegation Inheritance in Odoo 17 and Its Use CasesDelegation Inheritance in Odoo 17 and Its Use Cases
Delegation Inheritance in Odoo 17 and Its Use Cases
Celine George
 
How To Update One2many Field From OnChange of Field in Odoo 17
How To Update One2many Field From OnChange of Field in Odoo 17How To Update One2many Field From OnChange of Field in Odoo 17
How To Update One2many Field From OnChange of Field in Odoo 17
Celine George
 
Bedok NEWater Photostory - COM322 Assessment (Story 2)
Bedok NEWater Photostory - COM322 Assessment (Story 2)Bedok NEWater Photostory - COM322 Assessment (Story 2)
Bedok NEWater Photostory - COM322 Assessment (Story 2)
Liyana Rozaini
 
Individual Performance Commitment Review Form-Developmental Plan.docx
Individual Performance Commitment Review Form-Developmental Plan.docxIndividual Performance Commitment Review Form-Developmental Plan.docx
Individual Performance Commitment Review Form-Developmental Plan.docx
monicaaringo1
 
How to Handle the Separate Discount Account on Invoice in Odoo 17
How to Handle the Separate Discount Account on Invoice in Odoo 17How to Handle the Separate Discount Account on Invoice in Odoo 17
How to Handle the Separate Discount Account on Invoice in Odoo 17
Celine George
 
Year-to-Date Filter in Odoo 17 Dashboard
Year-to-Date Filter in Odoo 17 DashboardYear-to-Date Filter in Odoo 17 Dashboard
Year-to-Date Filter in Odoo 17 Dashboard
Celine George
 
Neuroimaging Mastery Project: Presentation #6 Subarachnoid Hemorrhage
Neuroimaging Mastery Project: Presentation #6 Subarachnoid HemorrhageNeuroimaging Mastery Project: Presentation #6 Subarachnoid Hemorrhage
Neuroimaging Mastery Project: Presentation #6 Subarachnoid Hemorrhage
Sean M. Fox
 
The Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdf
The Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdfThe Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdf
The Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdf
JackieSparrow3
 
AI_in_HR_Presentation Part 1 2024 0703.pdf
AI_in_HR_Presentation Part 1 2024 0703.pdfAI_in_HR_Presentation Part 1 2024 0703.pdf
AI_in_HR_Presentation Part 1 2024 0703.pdf
SrimanigandanMadurai
 
Configuring Single Sign-On (SSO) via Identity Management | MuleSoft Mysore Me...
Configuring Single Sign-On (SSO) via Identity Management | MuleSoft Mysore Me...Configuring Single Sign-On (SSO) via Identity Management | MuleSoft Mysore Me...
Configuring Single Sign-On (SSO) via Identity Management | MuleSoft Mysore Me...
MysoreMuleSoftMeetup
 
Split Shifts From Gantt View in the Odoo 17
Split Shifts From Gantt View in the  Odoo 17Split Shifts From Gantt View in the  Odoo 17
Split Shifts From Gantt View in the Odoo 17
Celine George
 
How to Create & Publish a Blog in Odoo 17 Website
How to Create & Publish a Blog in Odoo 17 WebsiteHow to Create & Publish a Blog in Odoo 17 Website
How to Create & Publish a Blog in Odoo 17 Website
Celine George
 
The basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptxThe basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptx
heathfieldcps1
 
Views in Odoo - Advanced Views - Pivot View in Odoo 17
Views in Odoo - Advanced Views - Pivot View in Odoo 17Views in Odoo - Advanced Views - Pivot View in Odoo 17
Views in Odoo - Advanced Views - Pivot View in Odoo 17
Celine George
 
Kesadaran_Berbangsa_dan_Bernegara_Nasion.pptx
Kesadaran_Berbangsa_dan_Bernegara_Nasion.pptxKesadaran_Berbangsa_dan_Bernegara_Nasion.pptx
Kesadaran_Berbangsa_dan_Bernegara_Nasion.pptx
artenzmartenkai
 
Unlocking Educational Synergy-DIKSHA & Google Classroom.pptx
Unlocking Educational Synergy-DIKSHA & Google Classroom.pptxUnlocking Educational Synergy-DIKSHA & Google Classroom.pptx
Unlocking Educational Synergy-DIKSHA & Google Classroom.pptx
bipin95
 
(T.L.E.) Agriculture: Essentials of Gardening
(T.L.E.) Agriculture: Essentials of Gardening(T.L.E.) Agriculture: Essentials of Gardening
(T.L.E.) Agriculture: Essentials of Gardening
MJDuyan
 
2024 KWL Back 2 School Summer Conference
2024 KWL Back 2 School Summer Conference2024 KWL Back 2 School Summer Conference
2024 KWL Back 2 School Summer Conference
KlettWorldLanguages
 
SEQUNCES Lecture_Notes_Unit4_chapter11_sequence
SEQUNCES  Lecture_Notes_Unit4_chapter11_sequenceSEQUNCES  Lecture_Notes_Unit4_chapter11_sequence
SEQUNCES Lecture_Notes_Unit4_chapter11_sequence
Murugan Solaiyappan
 

Recently uploaded (20)

Chapter-2-Era-of-One-party-Dominance-Class-12-Political-Science-Notes-2 (1).pptx
Chapter-2-Era-of-One-party-Dominance-Class-12-Political-Science-Notes-2 (1).pptxChapter-2-Era-of-One-party-Dominance-Class-12-Political-Science-Notes-2 (1).pptx
Chapter-2-Era-of-One-party-Dominance-Class-12-Political-Science-Notes-2 (1).pptx
 
Delegation Inheritance in Odoo 17 and Its Use Cases
Delegation Inheritance in Odoo 17 and Its Use CasesDelegation Inheritance in Odoo 17 and Its Use Cases
Delegation Inheritance in Odoo 17 and Its Use Cases
 
How To Update One2many Field From OnChange of Field in Odoo 17
How To Update One2many Field From OnChange of Field in Odoo 17How To Update One2many Field From OnChange of Field in Odoo 17
How To Update One2many Field From OnChange of Field in Odoo 17
 
Bedok NEWater Photostory - COM322 Assessment (Story 2)
Bedok NEWater Photostory - COM322 Assessment (Story 2)Bedok NEWater Photostory - COM322 Assessment (Story 2)
Bedok NEWater Photostory - COM322 Assessment (Story 2)
 
Individual Performance Commitment Review Form-Developmental Plan.docx
Individual Performance Commitment Review Form-Developmental Plan.docxIndividual Performance Commitment Review Form-Developmental Plan.docx
Individual Performance Commitment Review Form-Developmental Plan.docx
 
How to Handle the Separate Discount Account on Invoice in Odoo 17
How to Handle the Separate Discount Account on Invoice in Odoo 17How to Handle the Separate Discount Account on Invoice in Odoo 17
How to Handle the Separate Discount Account on Invoice in Odoo 17
 
Year-to-Date Filter in Odoo 17 Dashboard
Year-to-Date Filter in Odoo 17 DashboardYear-to-Date Filter in Odoo 17 Dashboard
Year-to-Date Filter in Odoo 17 Dashboard
 
Neuroimaging Mastery Project: Presentation #6 Subarachnoid Hemorrhage
Neuroimaging Mastery Project: Presentation #6 Subarachnoid HemorrhageNeuroimaging Mastery Project: Presentation #6 Subarachnoid Hemorrhage
Neuroimaging Mastery Project: Presentation #6 Subarachnoid Hemorrhage
 
The Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdf
The Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdfThe Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdf
The Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdf
 
AI_in_HR_Presentation Part 1 2024 0703.pdf
AI_in_HR_Presentation Part 1 2024 0703.pdfAI_in_HR_Presentation Part 1 2024 0703.pdf
AI_in_HR_Presentation Part 1 2024 0703.pdf
 
Configuring Single Sign-On (SSO) via Identity Management | MuleSoft Mysore Me...
Configuring Single Sign-On (SSO) via Identity Management | MuleSoft Mysore Me...Configuring Single Sign-On (SSO) via Identity Management | MuleSoft Mysore Me...
Configuring Single Sign-On (SSO) via Identity Management | MuleSoft Mysore Me...
 
Split Shifts From Gantt View in the Odoo 17
Split Shifts From Gantt View in the  Odoo 17Split Shifts From Gantt View in the  Odoo 17
Split Shifts From Gantt View in the Odoo 17
 
How to Create & Publish a Blog in Odoo 17 Website
How to Create & Publish a Blog in Odoo 17 WebsiteHow to Create & Publish a Blog in Odoo 17 Website
How to Create & Publish a Blog in Odoo 17 Website
 
The basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptxThe basics of sentences session 10pptx.pptx
The basics of sentences session 10pptx.pptx
 
Views in Odoo - Advanced Views - Pivot View in Odoo 17
Views in Odoo - Advanced Views - Pivot View in Odoo 17Views in Odoo - Advanced Views - Pivot View in Odoo 17
Views in Odoo - Advanced Views - Pivot View in Odoo 17
 
Kesadaran_Berbangsa_dan_Bernegara_Nasion.pptx
Kesadaran_Berbangsa_dan_Bernegara_Nasion.pptxKesadaran_Berbangsa_dan_Bernegara_Nasion.pptx
Kesadaran_Berbangsa_dan_Bernegara_Nasion.pptx
 
Unlocking Educational Synergy-DIKSHA & Google Classroom.pptx
Unlocking Educational Synergy-DIKSHA & Google Classroom.pptxUnlocking Educational Synergy-DIKSHA & Google Classroom.pptx
Unlocking Educational Synergy-DIKSHA & Google Classroom.pptx
 
(T.L.E.) Agriculture: Essentials of Gardening
(T.L.E.) Agriculture: Essentials of Gardening(T.L.E.) Agriculture: Essentials of Gardening
(T.L.E.) Agriculture: Essentials of Gardening
 
2024 KWL Back 2 School Summer Conference
2024 KWL Back 2 School Summer Conference2024 KWL Back 2 School Summer Conference
2024 KWL Back 2 School Summer Conference
 
SEQUNCES Lecture_Notes_Unit4_chapter11_sequence
SEQUNCES  Lecture_Notes_Unit4_chapter11_sequenceSEQUNCES  Lecture_Notes_Unit4_chapter11_sequence
SEQUNCES Lecture_Notes_Unit4_chapter11_sequence
 

Leading Followers

  • 1. FOLLOWERSHIP OF THE LEADER LeadingFOLLOWERS
  • 2. “The function of leadership is to produce more leaders, not more followers.” Ralph Nader US President 2008 Candidate
  • 3. But, we need followers…
  • 4. 4 “He who cannot be a good follower cannot be a good leader.” Aristotle
  • 5. 5 “In searching so zealously for better leaders we tend to lose sight of the people these leaders will lead. Organizations stand or fall partly on the basis of how well their leaders lead, but partly also on the basis of how well their followers follow.” Robert Kelley Distinguished Service Professor of Management Carnegie Mellon University
  • 6. We need to understand the human qualities that allow effective followership to occur. Kelly, Robert (1988). In Praise of Followers, HBR
  • 8. Kelly’s Followership Model ALIENATED FOLLOWERS EFFECTIVE FOLLOWERS YES PEOPLESHEEP Active Kelly, Robert (1988). In Praise of Followers, HBR Passive Dependent, Uncritical Thinking Independent, Critical Thinking SURVIVORS
  • 9. 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.
  • 10. •Uninvolved •Needs constant supervision •Avoids responsibility •Fully engaged •Demonstrates a sense of ownership •Problem solver •Involved in decision making Passive Behavior Active Behavior
  • 11. Complete the FOLLOWERSHIP SELF- ASSESSMENT QUESTIONNAIRE http://mbanicas.weebly.com/identify-your-followership-style.html
  • 12. Followership Style Questionnaire ALIENATED FOLLOWERS EFFECTIVE FOLLOWERS YES PEOPLESHEEP Active Kelly, Robert (1988). In Praise of Followers, HBR Passive Dependent, Uncritical Thinking Independent, Critical Thinking 30 45 60 15 15 45 600 0 SURVIVORS
  • 13. Kelly’s Followership Model SHEEP Active Kelly, Robert (1992). Kelly’s Model of Follower Behavior Passive Dependent, Uncritical Thinking Independent, Critical Thinking • Passive/dependent, uncritical thinking • Lack initiative • Does not play an active role • Simply comply with any order given • Uninvolved • Needs constant supervision • Avoids responsibility
  • 14. Kelly’s Followership Model YES PEOPLE Active Kelly, Robert (1992). Kelly’s Model of Follower Behavior Passive Dependent, Uncritical Thinking Independent, Critical Thinking •Active/dependent, uncritical thinking •Readily carry out orders uncritically –Dangerous if orders contradict standards –Ex. Person who always says what he thinks leaders want to hear • Participates actively but does not use critical thinking skills • Participates willingly without thought to consequences • Avoids conflict
  • 15. Kelly’s Followership Model Active Kelly, Robert (1992). Kelly’s Model of Follower Behavior Passive Dependent, Uncritical Thinking Independent, Critical Thinking SURVIVORS • Right in the middle • Rarely committed to work/group goals • Does just enough to get by • Mediocre performers clogging the arteries of an organization • Has qualities of all four extremes • Uses what benefits his/her position • Political • Avoids Risk
  • 16. Kelly’s Followership Model ALIENATED FOLLOWERS Active Kelly, Robert (1992). Kelly’s Model of Follower Behavior Passive Dependent, Uncritical Thinking Independent, Critical Thinking • Passive/independent, critical thinking • Festering wounds in an organization • Criticize, but never offer constructive support • Passive, yet independent • Critical, independent thinkers • Focus on shortcomings of organization and leaders
  • 17. Kelly’s Followership Model EFFECTIVE FOLLOWERS Active Kelly, Robert (1992). Kelly’s Model of Follower Behavior Dependent, Uncritical Thinking Independent, Critical Thinking Passive • Active/independent, critical thinking • Problem solvers • Can work with others • Reflect on goals of the organization • Not hesitant to bring concerns to leader • Independent and critical thinker • Active in the organization • Does not avoid risk or conflict • Acts willingly • Capable of self-management
  • 18. Kelly’s Followership Model ALIENATED FOLLOWERS EFFECTIVE FOLLOWERS YES PEOPLESHEEP Active Kelly, Robert (1988). In Praise of Followers, HBR Passive Dependent, Uncritical Thinking Independent, Critical Thinking SURVIVORS
  • 20. Potter and Rosenbach Followership Model POLITICIAN PARTNER CONTRIBUTORSUBORDINATE Low Potter and Rosenbach Followership Model (2012). Contemporary Issues In Leadership Relationship Initiative Performance Initiative High High
  • 21. 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. 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.
  • 22. Potter and Rosenbach Followership Model POLITICIAN Low Relationship Initiative Performance Initiative High High Potter and Rosenbach Followership Model (2012). Contemporary Issues In Leadership • Put much more emphasis on getting along well with their boss than getting things done. • Loyal and sensitive to interpersonal dynamics
  • 23. Potter and Rosenbach Followership Model PARTNER Low Relationship Initiative Performance Initiative High High Potter and Rosenbach Followership Model (2012). Contemporary Issues In Leadership • 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.
  • 24. Potter and Rosenbach Followership Model CONTRIBUTOR Low Relationship Initiative Performance Initiative High High Potter and Rosenbach Followership Model (2012). Contemporary Issues In Leadership Hard workers and often are motivated to be subject matter experts in their organization.
  • 25. Potter and Rosenbach Followership Model SUBORDINATE Low Relationship Initiative Performance Initiative High High Potter and Rosenbach Followership Model (2012). Contemporary Issues In Leadership • Follows in the more traditional sense. • Told what to do – follow orders. • Particularly low to medium performers and relationships.
  • 26. 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.
  • 27. Potter and Rosenbach Followership Model POLITICIAN PARTNER CONTRIBUTORSUBORDINATE Low Potter and Rosenbach Followership Model (2012). Contemporary Issues In Leadership Relationship Initiative Performance Initiative High High
  • 29. Curphy – Roellig Followership Model CRITICIZER SELF - STARTER BROWN - NOSERSLACKERS Low Curphy, G., Roellig, M. (2011). Followership Model Critical Thinking Engagement High High
  • 31. Assessing Followership Types CRITICIZER SELF - STARTER BROWN - NOSER SLACKERS Low Curphy, G., Roellig, M. (2011). Followership Model Critical Thinking Engagement High High -20 -20 -10 0 0 10 20 -10 10 20 UNDEFINED
  • 32. Curphy – Roellig Followership Model CRITICIZER Strong critical thinking skills Motivated to find fault in leaders Pessimistic employees Seeking to convert others to find fault with leader Jaded employee due to lack of recognition SELF - STARTER Passionate Always thinking of how to improve performance Think of creative ways to resolve issues Lack patience Risk of becoming a Slacker or Criticizer BROWN - NOSER Strong work ethic Loyal to the leader Lack critical thinking Reluctant to make decisions Can become a Self-Starter SLACKERS Creative solutions to avoid work Strong sense of entitlement High motivation Can become Self-Starter if provided with correct tasks Low Curphy, G., Roellig, M. (2011). Followership Model Critical Thinking Engagement High High
  • 34. Curphy – Roellig Model Implications 1. The model can help leaders assess follower types and determine the best ways to motivate direct reports. 2. Follower types are not static; they change depending on the situation. 3. It is not unusual for followers to start their careers as brown-nosers. Need to learn before they are comfortable. 4. Organizations that have decent selection processes are more likely to hire brown-nosers and self-starters than criticizers and slackers. The longer a person stays in an organization, the more likely they will become criticizers 5. People in positions of authority also play followership roles. They need to realize how their own followership type affects how they lead others.
  • 35. Curphy – Roellig Followership Model CRITICIZER SELF - STARTER BROWN - NOSERSLACKERS Low Curphy, G., Roellig, M. (2011). Followership Model Critical Thinking Engagement High High
  • 37. Meilinger’s Ten Rules of Followership 1. Don’t blame your boss for an unpopular decision or policy; your job is to support, not undermine. 2. Fight with your boss if necessary; but do it in private, avoid embarrassing situations, and never reveal to others what was discussed. 3. Make the decision, then run it past the boss; use your initiative. 4. Accept responsibility whenever it is offered. 5. Tell the truth and don’t quibble; your boss will be giving advice up the chain of command based on what you said. 6. Do your homework; give your boss all the information needed to make a decision; anticipate possible questions. Col Phillip S. Meilinger, The Ten Rules of Good Followership, Concepts for Air Force Leader
  • 38. Meilinger’s Ten Rules of Followership 7. When making a recommendation, remember who will probably have to implement it. This means you must know your own limitations and weaknesses as well as your strengths. 8. Keep your boss informed of what’s going on in the unit; people will be reluctant to tell him or her their problems and successes. You should do it for them, and assume someone else will tell the boss about yours. 9. If you see a problem, fix it. Don’t worry about who would have gotten the blame or who now gets the praise. 10. Put in more than an honest day’s work, but don’t ever forget the needs of your family. If they are unhappy, you will be too, and your job performance will suffer accordingly. Col Phillip S. Meilinger, The Ten Rules of Good Followership, Concepts for Air Force Leader
  • 39. Follower should influence the leader…
  • 40. WAYS TO INFLUENCE YOUR LEADER Be a Resource for the Leader Determine the leader’s needs. Zig where the leader zags. Tell leader about you. Align self to team purpose/vision. Help the Leader Be a Good Leader Ask for advice. Tell leader what you think. Find things to thank leader for. View the Leader Realistically Give up idealized leader images. Don’t hide anything. Don’t criticize leader to others. Disagree occasionally. Build a Relationship Ask about leader at your level/position. Welcome feedback and criticism. Ask leader to tell you company stories. Thomson Learning, Inc (2008)
  • 41. But, what type of a worker / follower are you?
  • 42. FOUR TYPES OF WORKERS HIGH DOING LOW THINKING HIGH THINKING HIGH DOING HIGH THINKING LOW DOING LOW THINKING LOW DOING High Tan Sri Ismail Adam, Former Director General of Public Service Malaysia 2005 - 2010 Low Low High DOING THINKING
  • 43. But are we ready for the followership of the millennials?
  • 45. Without followers, there are no leaders. The nature of leader- follower relationships involves reciprocity, or the mutual exchange of influence. Daft, Richard (2008). The Leadership Experience
  • 46. So... What kind of follower are you? Well... It depends on what kind of a leader you are?