Presented by Marietta Watts September 23, 2016

“ The only definition of a leader is someone who has followers.” - Peter Drucker “Leadership is the capacity to translate vision into reality.” - Warren Bennis “As we look ahead into the next century, leaders will be those who empower others.” – Bill Gates “Leadership is influence. That’s it. Nothing more; nothing less. My favorite leadership proverb is: He who thinketh he leadeth and hath no one following him is only taking a walk.” – John Maxwell

5. Personhood/Respect – People follow because of who you are and what you represent. 4. People Development/Reproduction – People follow because of what you have done for them. 3. Production/Results – People follow because of what you have done for the organization. 2. Permission/Relationships – People follow because they want to. 1. Position/Rights – People follow because they have to. Maxwell, John. Developing the Leader Within You. Injoy, 2001.

 Authoritarian  Autocratic  Bureaucratic  Charismatic  Coaching  Delegative  Democratic  Emotional  Laissez-faire  Participative  Servant  Task-Oriented  Transactional  Transformational  Visionary Situational Leader - Situational leadership is the art of adjusting your leadership style to effectively respond to any change needed for your followers.

 D ominant Leader – Forceful, Job-Oriented ◦ Just get it done!  I nfluencing Leader – Forceful, People-Oriented ◦ Get the right people to see the big picture!  S teady Leader – Less Forceful, People-Oriented ◦ Make sure everybody participates!  C ompliant Leader – Less Forceful, Job-Oriented ◦ Get it done right!

The Leader Goes First!

What made the following individuals superior Leaders? - Nelson Mandela  (to liberate the people of South Africa) - Winston Churchill  (to stop Adolf Hitler from controlling the world) - Mahatma Gandhi  (to deliver the people of India from enslavement) - Martin Luther King, Jr.  (to realize his dream of equality) They all had:  A Guiding Purpose  FOLLOWERS

LEADER Most Dysfunctional/Obsolete Teams Followers Shared Values Followers Revolve Around the Leader What happens when Followers revolve around the Leader? What happens to the Common Purpose? How are Shared Values demonstrated?

Common Purpose Effective Teams: A New Model of Leader-Follower Relationships LeaderFollowers Shared Values Leaders and Followers Revolve Around a Common Purpose Source: The Courageous Follower – Ira Chaleff What happens when the Leader and the Followers revolve around a Common Purpose?

 Followership –  The ability to take direction well, to get in line behind a program or project, to be part of a team, and to deliver on what is expected of you.  In any endeavor, everybody is both a Follower and a Leader at any given moment.  How well Followers follow is probably just as important to organizational success as how well Leaders lead.

 Good Followers take direction…  …but their underlying obligation to do so is only realized when the Leader is ethical and proper.  Tip: Know the difference between a directive given as the Leader and learn how to proceed when Followers don’t agree with a directive that is not in alignment with the group’s purpose or benefit.  Good Followers are good workers…  …they are diligent, motivated, committed, and make an honest effort.  Tip: Leaders have a responsibility to create an environment that permits success. There is no such thing as a bad worker who is a good Follower.

 Good Followers cannot follow properly…  …unless they are competent at the task that is requested by the Leader.  Tip: When a Follower fails at a task because they lack the necessary skill, the Leader should blame themselves, not the Follower.  Good Followers feel empowered…  …to give constructive feedback to their Leader.  Tip: Respect the relationship and the courage shown when Followers do not stand back and hold their tongue when the program or the project is at stake.

A follower’s motivation is generated internally, and the leader merely taps into the internal power of the follower. Followers determine their commitment to the organization by reflecting on:  How hard they are willing to work,  What type of recognition or reward they might receive, and  Whether or not the reward is worth to them individually.

Followers and leaders work together better when they are comfortable with each other and their values match up. Authentic followership increases when leaders effectively model their  Values  True identity  Genuine emotions  Personal and professional goals  Authentic and honest trust

 The Courage to Serve ◦ Followers are not afraid of the hard work. ◦ Followers assume new or additional responsibilities to unburden the leader and serve the organization.  The Courage to Assume Responsibility ◦ Followers discover or create opportunities to fulfill their own potential. ◦ Followers maximize their value to the organization by continuous personal and professional growth. *The Courageous Follower: Standing Up to and for Our Leaders. Ira Chaleff

 The Courage to Challenge ◦ Followers are willing to stand up, stand out, or risk rejection to achieve the group’s purpose. ◦ Followers are willing to initiate conflict in order to examine the actions of the leader and/or the group. ◦ Followers are willing to be completely honest with the leader.  The Courage to Take Moral Action ◦ Followers understand and accept when they must disobey and seek direction from the leader’s leader. ◦ Followers know when it is time to separate from the leader and/or the group. The Courageous Follower: Standing Up to and for Our Leaders. Ira Chaleff

The mark of a great LEADER is the development and growth of FOLLOWERS… The mark of a great FOLLOWER is the growth of the LEADER. REMEMBER: Leaders don’t create Followers – Leaders create more Leaders!

 Chaleff, Ira. The Courageous Follower: Standing Up To and For Our Leaders (Berrett- Koehler Publishers, Inc. San Francisco, CA, 1998)  Following with Courage and Commitment, HR Training and Development Professional Development Course,  Maxwell, John. Developing the Leader within You (Injoy, Atlanta, GA, 2001)

Thank You! Marietta Watts HR Training and Development 123 Scovell Hall