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CHAPTER ELEVEN

CHAPTER ELEVEN. FOLLOWERSHIP. 11-1 . Learning Objectives. After reading this chapter, you should be able to do the following:. Describe followership behaviors and provide specific examples of followership behaviors.

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CHAPTER ELEVEN

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  1. CHAPTER ELEVEN FOLLOWERSHIP © Prentice Hall 2006 11-1

  2. Learning Objectives After reading this chapter, you should be able to do the following: • Describe followership behaviors and provide specific examples of followership behaviors. • Explain why effective followership behaviors can have positive influences on group and organizational performance. • Describe ineffective followership behaviors and the negative influences they can have on group and organizational performance. © Prentice Hall 2006 11-2

  3. Learning Objectives After reading this chapter, you should be able to do the following: • Identify how group members can become more effective in followership behaviors by increasing their technical competence and developing social skills. • Identify follower characteristics that are helpful in carrying out followership behaviors. • Identify organizational and task characteristics where followership behaviors would be highly effective and where they would not be effective. © Prentice Hall 2006 11-3

  4. Followership An interactive role individuals play which complements the leadership role and is equivalent to it in importance for achieving group and organizational performance. © Prentice Hall 2006 11-4

  5. Effective Followership Behaviors • Demonstrating job knowledge and competence while working without close supervision and completing work tasks on time. • Demonstrating independent critical thinking. • Showing initiative in taking on responsibilities, participating actively, seeing tasks through to completion, and taking responsibility for one’s own career development. • Offer information, share viewpoints, or take issue with decisions or actions that may be unethical or ill-advised. • Build collaborative and supportive relationships with coworkers and the leader. © Prentice Hall 2006 11-5

  6. Effective Followership Behaviors • Exert influence on the leader in a confident and unemotional manner to help the leader avoid costly mistakes. • Show up consistently when needed and accurately represent the leader’s interests and views. • Set work goals that are action-oriented, challenging, measurable, and aligned with group and organizational goals. • Demonstrate proper comportment for the organization. This may include manner of speech, dress, grammar, and etiquette. • Demonstrate a concern for performance as well as a supportive and friendly atmosphere within the work group. © Prentice Hall 2006 11-6

  7. Followership Behaviors Demonstrate job competence & autonomous performance Take on responsibilities, participate & complete projects Demonstrate independent critical thinking & creativity Followership Behaviors Build positive relationships with leader & coworkers Offer information & share viewpoints Accurately represent leader’s interests Span group and organizational boundaries Goal setting with concern for group performance © Prentice Hall 2006 11-7

  8. Examples of Ineffective Followership • Conformist followers are intellectually lazy because they allow the leader to make moral decisions for which they are responsible. • Passive followers act morally only under someone else’s prodding. • Apathetic, passive, or cynical followers exhibit a spectator-like noninvolvement that invites abuse by unethical leaders. • Pragmatic followers are unwilling to disturb the status quo to do something worthwhile. • Ineffective followers expect training and development to be served to them. © Prentice Hall 2006 11-8

  9. Traits and Skills • A high degree of expertise or technical competence • extensive education and/or relevant work experience • Good social skills • builds cooperative relationships with leaders and coworkers • forms effective relationships with important outsiders • has sense of humor • Shares attitudes and values with their leader • Flexible—can adapt to changing demands and environments • Maturity, a sense of confidence and self-esteem. © Prentice Hall 2006 11-9

  10. Sources of power • Expert power • intelligence, competence, and critical thinking skills • Referent power • sociability, flexibility, and ability to handle stress © Prentice Hall 2006 11-10

  11. Effects of Followership • Followership behaviors resulted in higher performance ratings by superiors. • Followership behaviors may result in increased motivation, satisfaction, feelings of empowerment, and group cohesion. © Prentice Hall 2006 11-11

  12. Situational Factors and Followership Factors that Enhance Followership • The leader is frequently absent or distant from followers. • task competence, taking initiative, actively participating, and thinking independently may be especially critical for team performance • Followers' work tasks are highly complex or interdependent. • task competence and activities which build cooperation with co-workers are probably especially important for group performance • Followers' group faces frequent emergencies, high risk situations, or rapid change. • speaking up, task competence, proactive initiative, and concern for performance are probably especially important © Prentice Hall 2006 11-12

  13. Situational Factors and Followership Factors that Substitute for Effective Followership • The leader is very active in external boundary-spanning by gaining resources for the unit, building and maintaining networks with key outsiders, and facilitating important exchanges for the group. • A leader that is unusually adept at critical thinking, creativity, and inventiveness. © Prentice Hall 2006 11-13

  14. Situational Factors and Followership Factors that Decrease the Effectiveness of Followership • A domineering, autocratic and self-centered leader. • A leader that does not value followers who show initiative and who think for themselves © Prentice Hall 2006 11-14

  15. Applying the Tentative Model of Followership 1. DIAGNOSING THE SITUATION • Is the leader often physically distant from followers? • Are followers’ tasks highly complex and/or interdependent? • Does followers’ group face frequent emergencies, high risk, or rapid change? • If “yes” to one or more of these questions, then leaders will probably respond favorably to followership behaviors. 3. MODIFYING FOLLOWERS AND SITUATIONS 2. PROVIDING FOLLOWERSHIP BEHAVIORS • Followers demonstrate: • Job competence & autonomy • Independent critical thinking & creativity • Proactively taking responsibility, participating & completing projects • Speaking up to offer information & views • Building positive relationships with leader & coworkers • Exerting influence on the leader • Spanning group & organizational boundaries • Goal setting with concern for group performance • Accurately representing leader’s interests • Demonstrating proper comportment by interacting in a considerate manner • Create neutralizers for dominant self-centered leaders (such as increasing physical distance from leader) • Create interdependent projects with other individuals or groups • Identify rapidly changing environmental factors © Prentice Hall 2006 11-15

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