Followershipchapter 12northouse Leadership 8e Sage Publications ✓ Solved
Followership Chapter 12 Northouse, Leadership 8e. © SAGE Publications, 2019. 2 Overview  Followership Description  Followership Defined  Role-Based and Relational-Based Perspectives  Typologies of Followership  Theoretical Approaches  Followership and Destructive Leaders  How Does Followership Work? Northouse, Leadership 8e. © SAGE Publications, 2019. 3 Followership Description  Followers play a central role in the leadership process.  Historically, leaders have captured most of our attention.  Leaders have been viewed as the causal agents for organizational change.  Today, researchers view leadership as a shared process. Leaders and followers are interdependent.  The world needs more followers, and less glorified leaders.
Northouse, Leadership 8e. © SAGE Publications, 2019. 4 Followership Defined  Followership--is a process whereby an individual or individuals accept the influence of others to accomplish a common goal.  Followership has an ethical dimension; it is not morally neutral.  There are ethical consequences to followership; the character and behavior of followers have an impact on organizational outcomes. Northouse, Leadership 8e. © SAGE Publications, 2019. 5 Role-Based Perspective Focus is on the typical roles followers enact while occupying a formal or informal position within a hierarchical system. Followers’ behaviors affect the leader and organizational outcomes. Northouse, Leadership 8e. © SAGE Publications, 2019.
6 Relational-Based Perspective Based on social constructivism: People create meaning about their reality as they interact with each other. Followership is co-created by the leader and follower in a given situation through communication. Leadership occurs as people exert influence on each other and respond to those influence attempts. Northouse, Leadership 8e. © SAGE Publications, 2019. 7 Four Typologies of Followership Northouse, Leadership 8e. © SAGE Publications, 2019. 8 Zaleznik Typology (1965) Psychological view of follower behaviors Two axes of follower behaviors: -dominance/submission -passivity/activity Four types of followers - withdrawn (submissive/passive) - masochistic (submissive/active) - compulsive (dominance/passive) - impulsive (dominance/active) Northouse, Leadership 8e. © SAGE Publications, 2019.
9  Types represent followers’ responses to inner tensions regarding authority. Tensions may be unconscious but often come to the surface when interacting with the leader. Northouse, Leadership 8e. © SAGE Publications, 2019. 10 Kelly Typology (1992)  Most recognized followership typology  Followers are enormously valuable to organizations  Emphasizes the motivations of followers  What accounts for exemplary followership?  Two axes of follower behavior: - independent critical thinking/dependent uncritical thinking - active/passive Northouse, Leadership 8e. © SAGE Publications, 2019. 11 Northouse, Leadership 8e. © SAGE Publications, 2019.
12 Passive followers: Look to leader for direction and motivation Conformist followers: On the leader’s side but still look for direction and guidance Alienated followers: Think for themselves and exhibit negative energy Exemplary followers: Active, positive, and offer independent constructive criticism Northouse, Leadership 8e. © SAGE Publications, 2019. 13  Effective followers share same qualities: 1. They self-manage and think for themselves; exercise control, work without supervision. 2. They show strong commitment to organizational goals and well as personal goals.
3. They build their competence and master job skills. 4. They are credible, ethical, and courageous. Northouse, Leadership 8e. © SAGE Publications, 2019.
14 Chaleff Typology (1995, 2003, 2008)  Developed from WWI experience. Why do people follow toxic leaders like Hitler? What can be done to prevent this from recurring?  Followers serve a common purpose along with leaders.  Followers need to take a more proactive role.  Followers need to take more responsibility, feel more agency, and confidence in ability to influence others. Northouse, Leadership 8e. © SAGE Publications, 2019. 15 Northouse, Leadership 8e. © SAGE Publications, 2019.
16 Prescriptive approach to making courageous followers: - Assume responsibility for the common purpose - Support the leader and organization - Constructively challenge the leader if the common purpose or integrity of the group is being threatened - Champion the need for change when necessary - Take a moral stand that is different from the leader’s to prevent ethical abuses Northouse, Leadership 8e. © SAGE Publications, 2019. 17 Northouse, Leadership 8e. © SAGE Publications, 2019. 18 Two axes of courageous followership: - courage to support (low–high) - courage to challenge (low–high) Four styles of followership - Resource (low support, low challenge) - Individualist (low support, high challenge) - Implementer (high support, low challenge) - Partner (high support, high challenge) Northouse, Leadership 8e. © SAGE Publications, 2019.
19 Kellerman Typology (2008) Developed from perspective of political science Leaders’ importance overestimated because they have more power, authority and influence; importance of followers is underestimated. Followers are “unleaders†with less rank and who defer to leaders. Northouse, Leadership 8e. © SAGE Publications, 2019. 20 Followers differentiated on one attribute: Level of engagement (low–high) Northouse, Leadership 8e. © SAGE Publications, 2019. 21  Five levels of followers: 1. Isolates are completely unengaged.
2. Bystanders are observers who do not participate. 3. Participants are partially engaged and willing to take a stand on issues. 4.
Activists feel strongly about the leader and the leader’s policies and act on their own beliefs. 5. Diehards are totally dedicated to their cause; deeply committed to supporting the leader or opposing the leader. Northouse, Leadership 8e. © SAGE Publications, 2019. 22 The Value of Typologies Provide a starting point for research Highlight many ways followers have been conceptualized Share some commonalities among them Provide labels for follower types which can assist leaders in effectively communicating with them Northouse, Leadership 8e. © SAGE Publications, 2019.
23 Theoretical Approaches to Followership Uhl-Bien (2014)--Followership is comprised of “characteristics, behaviors and processes of individuals acting in relation to leaders.†Followership is a relationally-based process that includes how followers and leaders interact to construct leadership and its outcomes. Northouse, Leadership 8e. © SAGE Publications, 2019. 24 Northouse, Leadership 8e. © SAGE Publications, 2019. 25  Follower characteristics - attributes, traits, motivations, and perceptions  Leader characteristics - attributes, power, perceptions, and affect  Followership and leadership behaviors - Extent to which followers obey, defer to, or resist the leader - How leader influences followers to respond  Followership outcomes -Results that influence the follower, leader, their relationship, and the leadership process.
Northouse, Leadership 8e. © SAGE Publications, 2019. 26 Two Theoretical Frameworks Reversing the Lens Focus on how followers affect leaders and organizational outcomes Followers can be change agents -Impact of follower characteristics on follower behavior - Impact of follower behavior on leader perceptions and behaviors and vice versa - Impact of both followers and leaders on followership outcomes Northouse, Leadership 8e. © SAGE Publications, 2019. 27 Northouse, Leadership 8e. © SAGE Publications, 2019. 28 The Leadership Co-Created Process One person’s leadership behaviors interact with another person’s followership behaviors to create leadership and its outcomes. Leader behaviors are influence attempts. Follower behaviors grant power to another, comply, or challenge.
Northouse, Leadership 8e. © SAGE Publications, 2019. 29 Northouse, Leadership 8e. © SAGE Publications, 2019. 30 New Perspectives on Followership Carsten, Harms, and Uhl-Bien, . Followers get the job done 2. Followers work in the best interest of the organization’s mission 3.
Followers challenge leaders 4. Followers support the leader 5. Followers learn from leaders Northouse, Leadership 8e. © SAGE Publications, 2019. 31 Followership and Destructive Leaders Lipman-Blumen: The Allure of Toxic Leaders (2005) Northouse, Leadership 8e. © SAGE Publications, 2019. 32 How Followership Works Discussing followership elevates its importance and the value of followers Followership is about how individuals accept influence of others to reach a common goal Research helps us understand why harmful leadership occurs and sometimes goes unrestrained Northouse, Leadership 8e. © SAGE Publications, 2019.
33 Strengths Recognizes followership as an integral part of the leadership equation Forces a whole new way for people to think about leadership, and to focus on followers Views leadership as co-constructed Provides a set of basic prescriptions for what a follower should or shouldn’t’ do to be effective Northouse, Leadership 8e. © SAGE Publications, 2019. 34 Criticisms Little methodical research ahs been done so far Current followership literature primarily based on observation and anecdote Leader-centric view of leadership may be too ingrained for followership to gain importance Northouse, Leadership 8e. © SAGE Publications, 2019. 35 Application Followership is as important as leadership. Learning about leadership can be useful for organizational training and development. Leaders can learn how to understand followers and how to most effectively work with them.
Northouse, Leadership 8e. © SAGE Publications, 2019. 36
Paper for above instructions
Understanding Followership: A Central Component of LeadershipIntroduction
Followership is an indispensable aspect of the leadership dynamic that has recently garnered significant attention in organizational studies, demonstrating that leadership is essentially a shared process between leaders and followers. According to Northouse (2019), followership involves individuals accepting the influence of others to achieve a common goal, indicating an ethical dimension that impacts organizational outcomes. This paper aims to explore the various perspectives of followership, its types, theoretical frameworks, the relationship between followership and destructive leadership, and its practical implications in organizational settings.
1. Description and Definition of Followership
Historically, organizational leadership has focused primarily on leaders, overlooking the crucial role of followers. However, researchers now acknowledge that leaders and followers are interdependent elements of the leadership process (Northouse, 2019). The relationship is characterized by shared influence where both parties contribute to the achievement of organizational objectives. The ethical aspect of followership suggests that followers bear responsibility for their behaviors and decisions, impacting organizational culture and performance (Northouse, 2019).
2. Perspectives on Followership
Followership can be understood through two primary perspectives: role-based and relational-based.
- Role-Based Perspective: This perspective focuses on the behaviors followers enact while occupying formal or informal roles within a hierarchical structure. It recognizes that followers’ actions significantly influence leader decisions and organizational results (Northouse, 2019).
- Relational-Based Perspective: Rooted in social constructivism, this perspective emphasizes the co-created nature of followership, underlining that leadership and followership emerge through ongoing interactions and communication (Northouse, 2019).
3. Typologies of Followership
Several models have been proposed to classify followers based on their behaviors and engagement levels. Notable among these are:
- Zaleznik Typology (1965): This psychological view focuses on follower behaviors using dominance/submission and passivity/activity axes. It classifies followers into four types: withdrawn, masochistic, compulsive, and impulsive, highlighting their responses to authority (Northouse, 2019).
- Kelly Typology (1992): This widely recognized model emphasizes follower motivations and classifies them into four categories: passive, conformist, alienated, and exemplary followers. Effective followers exhibit self-management and independent thinking while remaining committed to both personal and organizational goals (Northouse, 2019).
- Chaleff Typology (1995): This typology encourages proactive followership, where followers take responsibility for their actions related to the common purpose. It stresses that followers must champion change, support their leaders, and in certain cases, challenge them to uphold ethical standards (Northouse, 2019).
- Kellerman Typology (2008): This model classifies followers based on their engagement levels, ranging from isolates, who are unengaged, to diehards, who are fully dedicated to their causes. This approach illustrates different follower approaches to leadership (Northouse, 2019).
4. Theoretical Frameworks of Followership
Several theoretical frameworks aid in understanding the dynamics of followership:
- Relational Leadership Theory: Uhl-Bien (2014) posits that followership encompasses followers' characteristics, behaviors, and how they relate to leaders in influencing organizational outcomes (Northouse, 2019). This emphasizes the shared nature of leadership processes.
- Reversing the Lens: This framework suggests focusing on how followers affect leaders and organizational results (Northouse, 2019). It recognizes followers as change agents whose behaviors significantly shape leadership dynamics and outcomes, thus offering a more holistic understanding of leadership.
5. Followership and Destructive Leaders
The relationship between followership and destructive leadership has profound implications for organizations. According to Lipman-Blumen (2005), toxic leaders often thrive due to uncritical followership and lack of accountability among followers. Understanding how followership functions can help elucidate why detrimental leadership persists and inform strategies that enable followers to engage constructively and ethically (Northouse, 2019).
6. Practical Applications of Followership
Recognizing the significance of followership has practical implications for organizations. Training programs beyond traditional leadership development can enhance followers’ understanding of their roles, promoting active engagement and accountability. Leaders must learn how to communicate effectively with followers, understand their motivations, and leverage their capabilities for organizational growth (Northouse, 2019).
7. Strengths and Critiques of Followership Studies
The study of followership offers multiple strengths, including recognizing followers as integral to leadership dynamics and redefining leadership as a co-constructed process (Northouse, 2019). However, criticisms exist regarding the lack of empirical research and the predominance of anecdotal evidence in followership literature. Moreover, the entrenched leader-centric view may hinder the broader acceptance of followership principles (Northouse, 2019).
Conclusion
In conclusion, followership is a critical component of the leadership framework. It transcends the simple notion of subordination by emphasizing the ethical responsibilities of followers and their active engagement in the leadership process. Understanding followership through various typologies and relational theories enriches the landscape of leadership studies, fostering healthier organizational environments where both leaders and followers can thrive collectively.
References
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