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The Courageous Follower

The Courageous Follower. Dynamics of The Leader-Follower Relation . Questions to Consider . How does a follower effectively support a leader and relieve pressures? How does a follower become a shaper rather than simply an implementer?

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The Courageous Follower

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  1. The Courageous Follower Dynamics of The Leader-Follower Relation

  2. Questions to Consider • How does a follower effectively support a leader and relieve pressures? • How does a follower become a shaper rather than simply an implementer? • How does a follower contribute to leadership development rather than become a critic of leadership failings?

  3. Resistance to Being “A Follower” • Cultural bias towards leaders • Confusion between follower as personality type and follower as role • Desire for egalitarianism • Lack of positive models of followership

  4. Followers… • Must understand their own power and how to use it. • Must appreciate the value of leaders and cherish the critical contributions they make. • Understand the seductiveness and pitfalls of the power of leadership.

  5. A Dynamic Model of Followership • Balances and supports dynamic leadership • Embraces rather than rejects the identity of follower because the model speaks to our • Courage • Power • Integrity • Responsibility • Sense of Service

  6. Courageous Followership • Built on the foundation of courageous relationship. • Courage to be right, be wrong, or to be different from each other. • Danger in the leader-follower model is the assumption that the leader’s interpretation must dominate. • Stay true to own light while helping leaders follow theirs. • How do you establish and maintain a true relationship with a leader?

  7. Purpose Not Person • Followers & leaders both orbit around the purpose. • Without purpose, leaders and followers only pursue their perceived self-interest, not their common interest. • Shared values validate the purpose and how it will be achieved.

  8. The Paradox of Followership • Responsible for own actions. • Share responsibility for the actions of those whom we can influence. • Followers are accountable for their leaders. • Support & help correct actions.

  9. What Creates Partnership? • Shared Purpose • Competence • Support • Trust • Courage • Constructive Confrontation

  10. Why Do Leaders Need Partners? • Visibility & pressures intensify as a leader rises • Flaws magnify as a leader rises • A Leader’s Actions have greater impact

  11. Blind Self Open Aware Self Unknown Potential Self Hidden Self Johari’s Window Unknown to Self Known to Self Known to Others Not Known to Others Developed by Joseph Luft & Harry Ingham

  12. Who Does a Follower Serve? • Shares a common purpose with the leader • Believes in what the organization is trying to accomplish • Wants both the leader and the organization to succeed • Is a steward of the resources an organization

  13. Loyalty of a Follower • To the purpose of the organization and to helping each other (leader and follower) stay true to that purpose.

  14. Power in the Relationship • Power that resides entirely on the leader is not good for the follower or the leader. • Followers do not think for themselves & fail to take appropriate actions. • Critical for follower to connect with their power and learn how to use it.

  15. Value of the Follower • Interdependent with not dependent on the leader • Self motivated not leader motivated • How well does the follower help the leader & organization pursue their common purpose within the context of their values.

  16. Followership Styles High Support Implementer Partner High Constructive Challenge Low Constructive Challenge Resource Individualist Low Support

  17. Courage of the Follower • Willingness to consciously raise the level of risk. • Honest dialogue creates vitality. • Willing to ask questions without fear. • Sources of courage? • Develop the courage muscle.

  18. Balance through Relationship • Leaders are the flame that ignites action. • Followers are the guarantors of the beneficial use of that power. • Followers provide balance if they can stand up to leaders. Two essential elements of relationship: • Develop Trust • Use that trust to speak honestly when appropriate.

  19. Mature Relationships • Must confront a power leader about immature behavior. • Must be able to respect the accomplished adult, preserve the self-esteem and challenge the immature behavior.

  20. Difference in Elevation • 70% of followers will not question a leader’s point of view even when they feel the leader is about to make a mistake. • WHY? • “King’s Disease”—leaders lose touch with reality.

  21. Finding Equal Footing • We are not our titles. • Must be willing to look a leader in the eye and credibly deliver our observations. • See the leader as a person. • “How can I help this fellow human being whose lot has been cast together with mine.”

  22. When the Leader Is Not Equal • Deal with our own feelings • Cover for the leader or let the leader appear unprepared? • Increased workloads • Resentment can run high • Service to the organization must be the guiding principle

  23. Trust & Reliability • Single most important factor on which followers evaluate a leader. • Reliability is used when speaking of follower. A leader needs to experience both trust and competence in a follower. • Trust can change rapidly. • Take aggressive efforts to find out why.

  24. Finding the Courage to Speak • Values • Purpose • Care for the Institution or Unit • Care for the Leader • Professional Standards • Certainty of Data • Other?

  25. Strategies & Techniques for Giving Feedback • Make sure “own house is in order” • Prepare thoughts/data • Arrange appropriate time & place • Identify specific behavior/policy • Link to what the leader values

  26. Strategies & Techniques for Giving Feedback • Report its impact and consequences • Convey the depth of feelings • Remain respectful and forthright • Confirm support for the leader

  27. Leader and Follower Obligations • A good leader listens • The leader is under no obligation to accept feedback • Follower has an obligation to repeat feedback if warranted • A good follower finds effective ways to communicate

  28. 5 Dimensions of Courageous Followership Assume Responsibility Take Moral Action Serve Courage To… Participate in Transformation Challenge

  29. “Followership is a discipline of supporting leaders and helping them to lead well. It is not submission, but the wise and good care of leaders, done out of a sense of gratitude for their willingness to take on the responsibilities of leadership, and a sense of hope and faith in their abilities and potential.” Reverend Paul Beedle

  30. Sources • The Courageous Follower: Standing Up To & For Our Leaders. Ira Chaleff, 2009. • Various power point presentations by Ira Chaleff, 2009 & 2007. www. Courageousfollower.com

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