高级领导学LDRS450Chap11PP.

1、Patricia BlantonLDRS450FollowershipHowell & Costley, 2006Chapter 11FollowershipDefinition: One who subscribes to the teachings of another; an attendant, servant or subordinate; one who emulates . . . or agrees with another ; one who accepts guidance or leadership of another (The American Heritag

2、e Dictionary)Todays definition: An interactive role Todays definition: An interactive role individuals play that complements the individuals play that complements the leadership role and is the equivalent to it leadership role and is the equivalent to it in importance for achieving group and in impo

3、rtance for achieving group and organizational performance. It includes organizational performance. It includes enthusiasm, cooperation, effort, active enthusiasm, cooperation, effort, active participation, task competence, and participation, task competence, and critical thinkicritical thinkingWhat

4、are the difference between the two definitions?FollowershipLeaders cannot exist without followersLeadership takes place within the context of a specific group of followersLeadership and followership are interdependent, complementary rolesLeaders regularly adjust their own behavior to fit followers c

5、haracteristics and behaviors.Followers forgo rewards like money, status, and fame that go with leadership and instead find meaning in working with their leader and coworkers.FollowershipFollowers do not do whatever the leader wantsFactors that influence the role of followers today are: resources, ,

6、increased foreign competition, higher operating costs, increasing education of the workforce, changing attitudes toward formal authority, increased technology in the workplace, and, reductions in the number of middle-management positions in large organizations.Followers are proactive by taking respo

7、nsibility for organizational tasks and improvementsFollowers demonstrate individual and group self-managementFollowershipIn formal organizations most individuals (including leaders) spend much of their time as followersThe characteristics of good leaders are also characteristics of good followersLea

8、ders can shift easily between leadership and followership rolesAll leaders, successful or not, have weaknesses and gaps in their leadership style.Effective followers fill in those gaps and weaknessesFollowershipPp. 297-301 and Figure 11-1After reviewing the first five slides read on page 299 other f

9、ollowership behaviors. Discuss as a whole classWhat are the important personal needs the followership role fulfills? P. 299 (six needs)What are the people not doing in the ineffective followership examples on page 300. Use the lists of effective followership behaviors from pages 297-299 to select wh

10、at each should be doing. Work in teams of 3, present to class and discuss.Read the Followership in Action on page 301. What followership behaviors did the co-pilot exhibit? What followership behaviors did the crew lack?Why is followership important in todays organizations? P. 301Skills, Traits, and

11、Sources of Power for Effective FollowershipHigh degree of expertise or technical competenceEducation or relevant work experienceFriendly and agreeableShare attitudes and values with their leaderFlexibleSense of humorExpert powerReferent powerGood social skillsReadiness to accept the leaders influenc

12、ePp. 302-303Why do these behaviors make followership effective?FollowershipFollowership in Followership in PerspectivePerspectiveFollowership in Followership in PerspectivePerspectiveHow to Increase your Technical CompetencePage 302Followers Strategies for building Effective Relations with LeadersPa

13、ge 303Followers Strategies for Building Cooperative Relationships with Coworkers.Page 305Review the three charts in teams of three. Discuss in your teams why each point in each chart is important.FollowershipCreate a Venn diagram as on the right. Write your name in the center. In each circle you wil

14、l select one strategy in each chart and write one action you will/can do to implement it. You can relate the answers to who you are today or what kind of profession/job you believe you will be in once you have graduated from college.Share you diagram with your team members. Compare.One from each tea

15、m share with class.Technical competenceRelations with leadersRelationships with coworkersSituational Enhancers, Neutralizers, and Substitutes for Followership.EnhancersEnhancersWhen the leader is frequently absent or distant from followers. When followers work tastes are highly complex or interdepen

16、dent.NeutralizersNeutralizersDomineering, autocratic, and self-centered leader.SubstitutesSubstitutesSubstitutes for some followership behaviors only.When leader is usually adept at critical thinking, creativity, and inventiveness.Why? P. 304End of Chapter ActivitiesReview and Discussion Review and Discussion Questions.Questions.Case IncidentCa