aaaaaaaartsjdydgghhfzsgrFOLLOWERSHIP.pptx

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1. CHAPTER 4 FOLLOWERSHIP MANAGING UP AND SIDEWAYS “Followers are more important to leaders than leaders are to followers” – Bob Nelson

2. Three Primary issue 1 2 2 3 Examine the nature of effective followership by comparing it to other, less effective type of followership. Identify positive means of managing upwardly Dealing with an influence-related issue that is often forgotten, but nevertheless important on how to manage sideways in dealing with peers.

3. TYPES OF FOLLOWERSHIP 3

4. 4 Equates to being “yes man or woman” or what is commonly known as “brown-nosing”. At the organizational level, when followers are generally just agreeing with leaders and sucking-up, we can expect to see a lack of initiatives, creative-problem slicing, and upward flow of important information that leaders need to make better decision. FOLLOWERSHIP Followers are subordinates who have less power authority, and influence than do their superiors and who therefore usually but not invariably, fall in to line. – Kellerman cited by Suda

5. 5 Effective followers Less effective follower When individuals are proactively engaged with duties or assignments and meaningfully contribute through independent, critical thinking. Accept responsibility Challenge authority Participate in change Served the needs of the organization when necessary. Follower sitting around waiting to be told what to do, refusing to the initiatives.

6. Truthful Never attempt to undermine the leader’s efforts Fully committed Self-starters Go beyond the basic requirement Doing extra or discretionary things Independent Critical thinkers Do not take things at face value Attempt to show creativity and innovative to work and problems. 6 THREE DIMENSIONS FOR FOLLOWER EFFECTIVENESS THINKING STYLE LEVEL OF ENGAGEMENT LOYALTY TO THE LEADER

7. THREE FOLLOWER TYPES ALIENATED CONFORMIST EFFECTIVE Is highly agreeable and ingratiating toward his or her leader and one who does not “ rock the boat . The level engagement in the job may vary. Likely to be very loyal to the leader. Critical and independent thinker. Not highly engaged “made his or her own bed” by previously providing ideas in a very pushy or even disloyal manner. A follower who is a critical and independent thinker, highly engaged, and loyal to the leader. Assuming responsibility and accountability Balancing service with the courage to challenge Supporting organizational goals.

8. ADDITIONAL INFORMATION Add a footer 8 R. E. Kelley in his work  “ In Praise of Followers”  identifies five (5) types:

9. Maria Angelica Vista 9 Large image HEADLINES A B C

10. Add a footer 10 HEADLINES Assuming responsibility and accountability Responsibility and accountability go hand in hand. An effective follower feels a broad sense of responsibility to meet the demands of his or her job and to serve relevant constituent groups also the Organizations have mechanisms to hold people accountable for their actions and performance.

11. Add a footer 11 HEADLINES Balancing Service With The Courage To Challenge W alk a tightrope between serving and challenging. By serving, we refer to being highly engaged, showing responsibility, and being loyal to the leader.

12. Add a footer 12 HEADLINES Supporting Organizational Goals And Direction Or Having The Courage To Leave O ne’s loyalty extends beyond one’s immediate formal leader, or supervisor. It also means being loyal to the organization. There are times when organizational members may question the direction or changes occurring in the organization. The changes may pertain to new technologies, organizational restructuring, new work methods, and so forth . As stated above, it is good for followers to be critical, independent thinkers, which could mean questioning the reasonableness or viability of such changes.

13. 13 Two Caveats for effective Followership As stressed throughout ( Two to tango ) Effective followership is important to realize effective leadership. In reverse, effective leadership is important to effective followership. In addition to the leader, organizational environments may or may not encourage effective followership. LOYALTY There maybe times when excessive loyalty can be harmful, especially when moral values or even laws have been compromised. The effective follower should no longer be blindly loyal and instead speak up. First step is to follow the maxim of “speaking truth to power”. Whistleblowing is the disclosure by a person, usually an employee in a government agency or private enterprise, to the public or to those in authority, of mismanagement, corruption, illegality, or some other wrongdoing . FATIMA SAWILA

14. Add a footer 14 MANAGING UP Accepting feedback and Direction. Managing up is closely aligned with being an effective follower. It essentially involves building a good work relationship with the leader, while simultaneously getting one’s needs met.

15. Work With the Leader’s Style and Goals Add a footer 15 Some leaders play things “by the book” Some leaders are very much quantity-oriented, while others stress quality or service. a “meeting of the minds” Norhana Matuan

16. Role Model the Behavior That You Seek Add a footer 16 One of the authors once heard an individual complain about her boss, “I just wish that he would give me more recognition and praise.” In reply, the author asked, “How often do you give your boss recognition and praise?” With a bewildered look, she replied, “Well, that’s his job and his responsibility, not mine. He’s the one who should be recognizing me for all of the things that I do right.” If a follower would rather see a certain type or style of behavior from the leader, then the follower needs to manage up by role-modeling such behavior.

17. Add a footer 17 Managing Sideways W hen peers or coworkers are able to lead and influence each other. W hen managing sideways, it is always possible to get one’s formal leader involved. But such a course of action should be viewed as a last resort.

18. The Situational Approach to Leadership “Motivation is based on what you bring to it as an individual. What is motivational to one person isn’t motivational to another” Bob Nelson 18 CHAPTER 5

19. 19 What is Effective leadership? For many years the predominant approach to understanding the effective leadership was to identify behavioral factor in other word it is generic. Thus we identify in chapter 2 such relation and task oriented leadership, where considered to be universal behavioral that should be practice across situation and contexts . T he ability to successfully influence and support a team or group of people Many people say that the effective leadership meaning is “it depends” it does depend. It is partly depends on the nature of the people who the leader is attempting to lead or follow Elijah Policarpio

20. 20 There are two ways to consider this approach

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23. HERSHEY/BLANCHARD APPROACH TO DECISION-MAKING BASED ON THE SITUATION Decision making is an important task for leaders. A leadership perspective, focuses on the process by which leaders make decisions rather than on the nature of the decisions that are actually made. Decision-making styles Directive - makes decisions for followers . Consultative - seeks input from followers. Facilitative - encourages equal participation with followers. Delegative - decisions and its implementation are turned over to followers. ED CEL MACUL 23

24. Leader Decision-Making Styles DEMARCATION OF CONTROL the point at which decision making control shifts from leader to followers specifically through the use of facilitative and delegative styles on the part of the leader. It is interesting that consultative is a very popular style among leaders. However, a consultative style does not involve what might be termed true participation, since the authority or control remains in the hands of the leader.

25. Effective Leadership Style Based on Followers Readiness Leadership Style Followers Readiness level Directive Lvl 1. Lack of ability and confidence regarding problem at hand. Consultative Lvl 2. Lack of ability but confidence and motivation to be involved in decision making for the problem at hand. Facilitative Lvl 3. Strong ability or Information pertaining to the problem at hand, but low confidence to make a decision independently. Delegative Lvl 4. Very high readiness in terms of both ability and confidence to address the problem at hand.

26. VROOM/ APPROACH TO DECISION-MAKING BASED ON THE SITUTAION While the work of Hersey and Blanchard is useful in an attempt to understand situational approaches to leader decision-making, the situational factor to be considered, follower readiness, is somewhat simplistic or incomplete.   While the work of Hersey and Blanchard is useful in an attempt to understand situational approaches to leader decision making, the situational factor to be considered, follower readiness, is somewhat simplistic or incomplete.   The Vroom- Yetton - Jago model is a contingency approach to group decision making that is designed specifically to help leaders select the best approach to making decisions. The model identifies different ways a decision can be made by considering the degree of follower participation.   JANINE TADOR

27. Situational Question   Implications for Follower Involvement   1.) How important is the decision or important is the decision or problem in relation to the effectiveness of the organization? If the decision lacks importance, then most of the remaining questions will not be relevant. In most instances, the leader should simply make a remaining questions will not be relevant. In most instances, the leader should simply make a decision on his or her own. However, if the decision is important, then the remaining questions become more relevant, and different styles may be appropriate, depending on how the remaining questions are answered. 2. For implementation purposes, how important is follower commitment to carrying out any decision that is made? Some decisions can be carried out even if followers are not involved or committed to their implementation. However, if implementation requires follower commitment, a high degree of follower involvement in decision-making is required . 3. How much expertise or information does the leader have with regard to the decision or problem at hand? If the leader’s expertise or information is minimal, he or she should involve followers in the decision-making.  

28. 4. If the leader was to make the decision alone, would followers just go along with it? In some contexts, followers are used to leaders simply making decisions on their own, and the followers just go along with those decisions. If that is the case, then follower involvement in the decision-making at hand will be less important. 5. To what extent are the followers supportive of organizational goals that are relevant to the decision or problem at hand? If followers have low support for organizational goals, then their involvement in the decision making should be minimal.   6. What is followers’ level of expertise or information in relation to the decision or problem at hand?   If followers’ expertise or information is extensive , then it makes sense to get them more involved in decision-making   7. How skilled and committed are followers in terms of working together to solve problems?   If followers can work cooperatively with each other, or with the leader, to solve problems, then they should be more involved in decision-making  

29. TIME SENSITIVE MODEL APPROACH Appropriate Decision-Making Style

30. JANNA ALTHEA MIGUEL

31. PUTTING SITUATIONAL APPROACHES TO LEADERSHIP IN PERSPECTIVE The three key limitations of situational approaches to leadership that we need to address before concluding this chapter : The extent of leader flexibility D ifferences in leader and follower perceptions, and L imited scope THE EXTENT OF LEADER FLEXIBILITY For example, some leaders may simply have a natural tendency to be task oriented or directive, while others feel more comfortable being supportive or participative. 31

32. 32 DIFFERENCES IN LEADER AND FOLLOWER PERCEPTIONS This chapter discusses the importance of leader’s perceptions in various situations, highlighting that leadership is a granting process. Leaders may use models to determine the best approach, but followers may prefer a different approach. The Vroom/ Jago models consider this granting process, but it’s crucial for leaders to continually question their perceptions to ensure they are shared by others, especially followers. Leaders must consider the granting process when making decisions, as autocratic decisions may not always be implemented.

33. LIMITED SCOPE The situational perspective generally represents a somewhat reactive, short-term, or maintaining the status quo approach to effective leadership. But in reality, some leadership actions should be more long term and oriented toward change. Moreover, there are a number of contemporary issues in leadership that are simply not considered by the situational approach. These issues will be addressed in the remainder of this book, and they include such topics as ethics and responsibility, coaching and providing and accepting feedback, diversity, team development, vision and change, and shaping culture.