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Followers

This module focuses on developing effective followership skills to enhance leadership capabilities. Learn how active and supportive team members can influence leadership positively by providing accurate information, challenging decisions, giving support, and more. Understand the importance of followers taking initiative, keeping leaders informed, accuracy of information, requesting feedback, giving support, showing appreciation, challenging flawed ideas, resisting influences, and providing advice and coaching.

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Followers

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  1. Followers APAMSA Leadership Development Module

  2. Leadership Development Followers • Team members are most effective when active and independent vs. passive and dependent on the leader • Team members can improve leadership by giving accurate information, challenging poor decisions, giving support and encouragement, maintaining their integrity, and giving advice and coaching Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 136-140)

  3. Leadership Development Leadership Challenge (5) • Followers • Develop your abilities to maintain credibility and trust, take responsibility for your actions, and remain true to yourself • Identify one supportive behavior of followers that you value most in team members and briefly explain the key reason(s) why this is the case

  4. Leadership Development Guidelines For Followers • Expectations • Take initiative • Keep leaders informed • Accuracy of information • Request feedback • Give support • Show appreciation • Challenge flawed ideas • Resist influences • Give advice and coaching Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 136-140)

  5. Followers Expectations • Figure out what exactly you need to do • Hard work is meaningless if the wrong things are being done • Confirm job responsibilities, scope of authority, performance standards, and priorities Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 136-140)

  6. Followers Take Initiative • Take initiative to deal with serious problems that prevent goal achievement • The first step is acknowledging the problem and informing your leadership • Second step is to suggest ways to deal with the problem or handling the problem yourself Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 136-140)

  7. Followers Keep Leaders Informed • Team members who take initiative also have a responsibility to inform leadership about their actions and decisions • Leaders may appear incompetent if changes are made without their knowledge—DO NOT DO THIS • Work out a schedule on when and how information should be provided to leaders Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 136-140)

  8. Followers Accuracy Of Information • Team members dictate the leader’s perception of events with the type of information they provide • Accurate and timely information is critical for good decision making • Both good news and bad news must be reported • When information is limited, explain that you will look into it and report back as soon as possible Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 136-140)

  9. Followers Request Feedback • Encourage leaders to give feedback about your performance • Request leaders to describe your strengths and weaknesses • Ask what can be done to improve your performance Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 136-140)

  10. Followers Give Support • Support leadership efforts in making necessary changes • Major changes require collective support from team members • Give assistance and encouragement to leader facing obstacles to necessary change Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 136-140)

  11. Followers Show Appreciation • Give recognition when appropriate • Leaders can feel underappreciated and taken for granted • Appreciate their efforts to help you, represent your interests, or promote your ideas • Be sincere in your praise, SEEK NO GAIN! Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 136-140)

  12. Followers Challenge Flawed Ideas • Give accurate feedback about leadership decisions • Minimize defensiveness by expressing respect and a desire to be helpful in accomplishing a shared goal • Identify flawed ideas in specific vs. vague terms—be frank and direct • For serious unethical or illegal issues, threatening to resign expresses deep concern over a controversial decision Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 136-140)

  13. Followers Resist Influences • Team members should not be subjected to inappropriate influence attempts or be exploited by abusive leaders • Identify abuse early before it becomes routine, be firm but diplomatic—“I do not appreciate threats” • Express the negative consequences should you comply with inappropriate demands—“I’ll quit.” Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 136-140)

  14. Followers Give Advice & Coaching • Give leaders advice and coaching, especially if they are new or inexperienced to the position • Model effective behaviors for leaders to learn from and emulate • Help leaders recognize ineffective or inefficient behaviors Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 136-140)

  15. Leadership Development Summary • Followers • Team members are most effective when active and independent • Team members can also improve leadership with accurate information, support, feedback, and coaching • Use these guidelines to become better team members and help improve leadership

  16. Leadership Application Next Topic… • Task-Oriented Behavior • Our next module discusses guidelines for short-term planning, clarifying roles and objectives, and monitoring activities

  17. Leadership Development Sources • G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 136-140 • Free Management Library • www.managementhelp.org/ldrship/ldrship.htm

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