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Fellowship

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Fellowship Powered By Docstoc
					Followership



               1
  A closer look…

So, what are the complexities?



             So, what are the complexities?




                                              2
           The wheel of culture.
        An interdisciplinary analysis

             Disciplines involved
•   Cultural anthropology
•   Behavioral psychology
•   Sociology
•   Organization behavior
•   Communication
•   aesthetics
“Understanding the complexity
 of culture: The role of leaders
         and followers.”
  Basic function of Leadership
“The function of leadership is to produce
  more leaders, not more followers.”

               Ralph Nader




                                            5
Dimensional Model




                    8
 Critical and Uncritical Thinking
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.




                                                           9
      Passive or Active Behavior
• Passive Behavior
  – Uninvolved
  – Needs constant supervision
  – Avoids responsibility


• Active Behavior
  –   Fully engaged
  –   Demonstrates a sense of ownership
  –   Problem solver
  –   Involved in decision making

                                          10
 Kelley’s 5 Powers of Followership
• Alienated
  – Passive, yet independent
  – Critical, independent thinkers
  – Focus on shortcomings of organization and leaders


• Conformist
  – Participates actively but does not use critical thinking
    skills
  – Participates willingly without thought to consequences
  – Avoids conflict

                                                           11
 Kelley’s Power of Followership
• Passive Follower
  – Is not a critical or independent thinker
  – Is not active in participation
  – Do what they are told to do

• Effective Follower
  –   Independent and critical thinker
  –   Active in the organization
  –   Does not avoid risk or conflict
  –   Acts willingly
  –   Capable of self-management


                                               12
 Kelley’s Power of Followership
• Pragmatic survivor
  – Has qualities of all four extremes
  – Uses what benefits his/her position
  – Political
  – Avoids Risk




                                          13
Demands on an Effective Follower

• Have to be willing to express their ideas
  and what they stand for
• Courage to assume responsibility
• Courage to serve
• Courage to challenge
• Courage to participate in transformation
• Courage to leave

                                              14
          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.
                                                                15
         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.
                                                           16
 . 7.2 The Maturity Continuum
Ex



                                                                7   Sharpen the Saw
                    Interdependence
     Seek First to   5           6 Synergize
     Understand Then to       PUBLIC
     be Understood           VICTORY
                           Think win-win
                            4
                       Independence
                   Put First Things First
                                 3
                             PRIVATE
                             VICTORY           Begin with the
        Be Proactive   1                   2   End in Mind
                       Dependence




                                                                                      17
   Sources of Follower Power
Personal Sources
  – Knowledge
  – Expertise
  – Effort
  – Persuasion
Position Sources
  – Location
  – Information
  – Access

                               18
          Ex  . 7.3 Ways to Influence Your
                        Leader
Be a Resource for the Leader          Help the Leader Be a Good
                                                Leader
Determine the leader’s needs.
Zig where the leader zags.           Ask for advice.
Tell leader about you.               Tell leader what you think.
Align self to team purpose/vision.   Find things to thank leader for.


Build a Relationship                 View the Leader Realistically

Ask about leader at your             Give up idealized leader images.
level/position.                      Don’t hide anything.
Welcome feedback and criticism.      Don’t criticize leader to others.
Ask leader to tell you company       Disagree occasionally.
stories.




                                                                         19
      Ex. 7.4 Rank Order of Desirable
                Characteristics
Desirable Leaders Are   Desirable Colleagues
                          (Followers) Are
•   Honest              • Honest
•   Forward thinking    • Cooperative
•   Inspiring           • Dependable
•   Competent           • Competent




                                               20
       Optimizing Feedback
• Make regular feedback a habit

• Use elements of storytelling

• Being generous with positive feedback

• Train followers to view feedback as an
  opportunity for development

                                           21
              Dialogue
A type of communication in which
each person suspends his attachment
to a particular viewpoint so that a
deeper level of listening, synthesis,
and meaning evolves from the whole
community




                                        22
       Leading Others to Lead
            Themselves
• Strive toward collaborative relationships
• Self-management leadership
  – Share power and responsibility
  – Coach and mentor
  – Offer encouragement
  – Remove barriers
  – Provide constructive feedback
• Empower followers

                                              23
Communities of Practice

Made up of individuals
who are informally bound
to one another through
exposure to a similar set
of problems and a
common pursuit of
solutions




                            24
     6 Practices of Communities
•   Building proper Foundation of team
•   Inclusivity
•   Positive culture
•   Conversation
•   Caring and Trust
•   Shared Leadership



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END !



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