1. Chapter 7
Followership

2. “All over this country, corporations and government agencies, there are millions of executives who imagine that their place on the organizational chart has given them a body of followers. And of course it hasn’t. It has given them subordinates. Whether subordinates become followers depends on whether the executives act like leaders.”
John Gardner

3. Critical and Uncritical Thinking
Thinking independently and being mindful of the effects of one’s own and other people’s behavior on achieving the organization’s vision.
Uncritical Thinking
Failing to consider possibilities beyond what one is told; accepting the leader’s ideas without thinking.

4. Passive or Active Behavior
Passive Behavior
Uninvolved
Needs constant supervision
Avoids responsibility
Active Behavior
Fully engaged
Demonstrates a sense of ownership
Problem solver
Involved in decision making

5. Ex. 7.1 Followership Styles
Independent, critical thinking
Alienated
Effective
Passive
Pragmatic Survivor
Active
Passive
Conformist
Dependent, uncritical thinking

6. Kelley’s Power of Followership
Alienated
Passive, yet independent
Critical, independent thinkers
Focus on shortcomings of organization and leaders
Conformist
Participates actively but does not use critical thinking skills
Participates willingly without thought to consequences
Avoids conflict

7. Kelley’s Power of Followership
Pragmatic survivor
Has qualities of all four extremes
Uses what benefits his/her position
Political
Avoids Risk

8. Kelley’s Power of Followership
Passive Follower
Is not a critical or independent thinker
Is not active in participation
Do what they are told to do
Effective Follower
Independent and critical thinker
Active in the organization
Does not avoid risk or conflict
Acts willingly
Capable of self-management

9. Meilinger’s Ten Rules of Followership
1. Don’t blame your boss for an unpopular decision or policy; your job is to support, not undermine.
2. Fight with your boss if necessary; but do it in private, avoid embarrassing situations, and never reveal to others what was discussed.
3. Make the decision, then run it past the boss; use your initiative.
4. Accept responsibility whenever it is offered.
5. Tell the truth and don’t quibble; your boss will be giving
advice up the chain of command based on what you said.
6. Do your homework; give your boss all the information needed to make a decision; anticipate possible questions.

10. Meilinger’s Ten Rules of Followership
7. When making a recommendation, remember who will probably have to implement it. This means you must know your own limitations and weaknesses as well as your strengths.
8. Keep your boss informed of what’s going on in the
unit; people will be reluctant to tell him or her their problems and successes. You should do it for them, and assume someone else will tell the boss about yours.
9. If you see a problem, fix it. Don’t worry about who would have gotten the blame or who now gets the praise.
10. Put in more than an honest day’s work, but don’t ever
forget the needs of your family. If they are unhappy, you will be too, and your job performance will suffer accordingly.

11. Demands on an Effective Follower
Have to be willing to express their ideas and what they stand for
Courage to assume responsibility
Courage to serve
Courage to challenge
Courage to participate in transformation
Courage to leave

12. Ex. 7.2 The Maturity Continuum
Sharpen the Saw
Interdependence 5 6
Seek First to Understand Then to be Understood
Synergize
PUBLIC VICTORY
Think win-win 4
Independence
Put First Things First 3
PRIVATE VICTORY
Begin with the End in Mind
Be Proactive 1 2
Dependence

13. Sources of Follower Power
Personal Sources
Knowledge
Expertise
Effort
Persuasion
Position Sources
Location
Information
Access

14. Ex. 7.3 Ways to Influence Your Leader
Be a Resource for the Leader
Determine the leader’s needs.
Zig where the leader zags.
Tell leader about you.
Align self to team purpose/vision.
Help the Leader Be a Good Leader
Ask for advice.
Tell leader what you think.
Find things to thank leader for.
Build a Relationship
Ask about leader at your level/position.
Welcome feedback and criticism.
Ask leader to tell you company stories.
View the Leader Realistically
Give up idealized leader images.
Don’t hide anything.
Don’t criticize leader to others.
Disagree occasionally.

15. Ex. 7.4 Rank Order of Desirable Characteristics
Desirable Leaders Are
Honest
Forward thinking
Inspiring
Competent
Desirable Colleagues (Followers) Are
Honest
Cooperative
Dependable
Competent

16. Ex. 7.5 The Feedback Process
Observation
Follower misses deadlines repeatedly.
Development
Follower given training in self-management, team allocated work based on personal skills.
Assessment
Follower lacks self-management skills.
Consequences
Team members resent delays to team projects.

17. Optimizing Feedback Make regular feedback a habit
Use elements of storytelling
Being generous with positive feedback
Train followers to view feedback as an opportunity for development

18. Dialogue
A type of communication in which each person suspends his attachment to a particular viewpoint so that a deeper level of listening, synthesis, and meaning evolves from the whole community

19. Leading Others to Lead Themselves
Strive toward collaborative relationships
Self-management leadership
Share power and responsibility
Coach and mentor
Offer encouragement
Remove barriers
Provide constructive feedback
Empower followers

20. Communities of Practice
Made up of individuals who are informally bound to one another through exposure to a similar set of problems and a common pursuit of solutions

21. Communities of Practice
Inclusivity
Positive culture
Conversation
Caring and Trust
Shared Leadership