Types of followers

This presentation contains different models based on followers and leaders along with that it also contain new typology about followers.

1. What Leaders Need to Know About Followers

2. Introduction

3. Types of Followers

4. care very little or not at all about what happens at work and behave accordingly Controlling, but passive, in part b/c they feel guilty about privately wanting to dominate want to submit to the control of the authority figure Rebellious, sometimes spontaneous and courageous Abraham Zaleznik Model: Dominance (controlling) Submission (being controlled) Active mode of behavior Passive mode of behavior

5. 1. Impulsive: Impulsive followers are often rebellious, trying to lead whilst being led. They are sometimes spontaneous and courageous. 2. Compulsive: Compulsive followers want to dominate their leaders, but hold themselves back. They typically feel guilty about their compulsive tendencies. 3. Masochistic: Masochistic want to submit to the control of the authority figure, even though they feel discomfort in doing so. In this way they gain pleasure from being dominated. 4. Withdrawn: Withdrawn followers care very little or not at all about what happens at work and consequently take little part in work activities other than doing the minimum necessary to keep their jobs.

6. Robert Kelley Model : Robert Kelley distinguish followers into 5 different types from on the basis of motivation and behavior in the work place.

7. Alienated Followers: T hey are independent, critical thinkers who often describe themselves as people who think for themselves. According to Kelley's research, ‘Alienated followers’ represent between 15% to 25%of followers in any given organization . 2. Passive Followers: These followers lack initiative, a sense of responsibility, require constant direction, look to the leader to do their thinking for them and have no desire whatsoever to create change in an organization . 'Passive Followers' represent the lowest percentage of any organization between 5% to 10%. 3. Conformist Followers: Conformist Followers are the "yes people“. They used to participates in their groups and organizations but are content to simply take orders. This type of person carries out the leader's direction without question and will often sacrifice their own personal ethics and morals for the sake of harmony within the group and to avoid conflict. According to Kelley, they represent between 20% to 30%of followers in any given organization.

8. 4. Exemplary Followers: The   followers who have both a critical, independent thinker and active in behavior. Exemplary followers are willing to be mentored or coached by the leader and at the same time are willing to teach the leader.  'Exemplary Followers' represent between 5% to 30% of followers . 5. Pragmatic Followers: Pragmatist Followers are the survivors , they  know how to play the game from both sides but are averse to taking risks . They cover their backs; are not interested in the growth of the organization. ‘ Pragmatic Followers’ represent  between 25% to 35% of an average organization. 

9. Ira Chaleff Model: He classified followers according to the degree to which they supported leaders and degree to which they challenged them. Quadrant I: high support, high challenge Quadrant II: high support, low challenge Quadrant III: low support, high challenge Quadrant IV: low support, low challenge Quadrant 1 Quadrant 2 Quadrant 3 Quadrant 4

10. 1.Partners: Followers operating from the first quadrant gives vigorous support to a leader but also willing to question the leader’s behavior or policies . This individual could be said to be a true partner with the leader. 2. Implementers: They are the majority workhorses of organizations, taking order and completing them with any real questions. 3. Individualists: T hose who do not hesitate to tell the leader or anyone else in the group, exactly what they think of his or her actions or policies .   These individuals do not display equal energy in supporting the leader’s initiatives. 4. Resources: They are blindly obedient but lack the intelligence or courage to provide challenge. They do an honest day’s work for a day’s pay but don’t go beyond the minimum expected of them. 

11. Isolates Not aware of surroundings. Un noticed Zero enthusiasm Impede improvement Slow change Lethargic and indifferent to work To engage isolates action is required

12. Bystanders Watching from sidelines almost as an observer. Little active support The events they go through while they work Notice the event Realize the emergency Assume Responsibility Know what to do or not Act

13. Participants Care about Organization If they agree with leader they help & support their idea too But if they disagree they oppose the idea.

14. Activists Eager, energetic and engaged. Heavily invested in people and process. Work hard either on behalf of their leaders or against them. -“Paul Wolfowitz case”

15. Some other traits : Activists are proven to be strong allies Low in numbers. High level of commitments. -’brad Anderson’’ case .

16. DIEHARDS Followers; deeply devoted or strongly motivated to displace their leader Either asset or liability Hitler; Josef Goebbels Not all diehard followers; extreme to their devotion Endanger; health & welfare Diehards; high price for their unconventional behavior Attitudes & opinions do not matter; bystanders & isolates. Participants, activists & diehards Do these followers support their leaders? Good leader; should pay attention to those who express their strong support. Diehards & activists; wear their hearts on their sleeves.

17. Good And Bad Followers Followers who do something are preferred to those who do nothing

18. Good followers will support good leader & oppose bad. Make informed judgments about people. Bad followers do nothing that contributes the organization Informed followers are challenging leaders