1. Who is the follower? How do you understand the followership?

The follower is a person who follows a person who has leading

role and ability, in regard to his or her ideas or belief. A follower is also a
person who can provide strength to the leader by supporting the leader and by
contributing to the organization in areas that complement the leader’s position.

Followership is the other side of the leadership. It is the ability to

get in line behind a program, to be part of a team and to cooperate in working
towards the accomplishment of the individual or group missions.

2. Why is the followership important?

Followership is important in the discussion of leadership for

several reasons. Without followers there are no leaders. For any projects or
organization to succeed, there must be people who willingly and effectively
follow just as there must be those who willingly and effectively lead. To get
achievements of organization or team, effective followers should have the
following characteristics; Judgment, Work ethic, Competence, Honesty, Loyalty
and Ego management.

3. Explain about leadership styles and emotional climate?

There are three types of leadership styles, Autocratic, Democratic

and Laissez-faire.

Autocratic style

Autocratic leaders will take decisions on their own with no

discussion. They set business objectives themselves, issue instructions to
workers and check to ensure that they are carried out. Workers can become so
accustomed to this style that they are dependent on their leaders for all guidance
and will not show any initiative. Motivation levels are likely to be low, so
supervision of stuff will be essential.
 Democratic style

Democratic leaders will engage in discussion with workers before

taking decisions. Communication will be established on the two-way principle,
with every opportunity for staff to respond to and initiate discussion. This style
of leadership should improve motivation of staff, as they are being given some
responsibility for the objectives and strategy of the business. Workers should
feel more committed to ensuring that decisions that they have influenced are put
into effect successfully.

Laissez-faire

Laissez-faire literally means ‘let them do it’ or allow workers to

carry out tasks and take decisions themselves within very broad limits. This is
an extreme version of democratic style. Leaving workers to their own devices
with little direction or supervision might lead to a lack of confidence, poor
decisions and poor motivation as they are never sure if what they are doing is
right.

4. How do you understand about Kelley’s Model of Follower Behavior?

Robert E. Kelly described five styles of followership categorized

according to two dimensions.

The first dimension is the quality of independent, critical thinking,

versus dependent, uncritical thinking. A dependent, uncritical thinker does not
consider possibilities, does not contribute to the cultivation of the organization,
and accepts the leader’s ideas without thinking.

The second dimension is active versus passive behavior. An active

individual participates fully in the organization. A passive individual is
characterized by a need for constant supervision.

Based on the two dimensions stated above which describe

characteristics of followers with different levels of thinking and engagement,
Kelly identified five basic styles of followership that depend on how high or
low the rank on the two dimensions is. Dimensions result in five followership
styles are:
  Alienated follower: Passive yet independent, critical thinker (socially
disoriented/ unfriendly)
 Conformist: Active participant who does not utilized critical thinking
skills (Yes people/ Old way)
 Passive Follower: Exhibits neither critical, independent thinking nor
active participation (Sheep)
 Effective Follower: Critical independent thinker and active in the
organization. Future leader (Exemplary)
 Pragmatic Survivor: He has qualities of all four extremes, depending in
which fits situation (Survivors)

5. What are the courage of follower?

There are five courage of good followers; courage to assume

responsibility, courage to serve, courage to challenge, courage to participate in
transformation and courage to leave.

The Courage to assume responsibility

Courageous followers assume responsibility for themselves and the

organization. They do not hold a paternalistic image of the leader or
organization, nor do they expect either to provide for their security and growth
or give them permission to act. They initiate opportunities for personal
fulfillment, growth, and the fullest use of their capabilities.

The Courage to serve

This kind of courageous followers discern the needs of the

organization and actively seek to serve those needs. Moreover they support the
leader’s decision, provide strength, make complementing the leader’s position,
and serve others’ display of follower’s courage.
 The Courage to challenge

Courageous followers in this role do not sacrifice the purpose of

the purpose of the organization or their personal ethics in order to maintain
harmony and minimize conflict. If it is necessary, they stand up against leaders
and decisions when that behavior contradicts the best interest of the
organization, or their own integrity.

The Courage to participate in transformation

This type of courageous followers view the struggle of corporate

change and transformation as a mutual experience. And they support the leader
and the organization during a difficult transformation. Moreover they are not
afraid to confront the changes and work toward reshaping the organization.

The Courage to leave

In this role, followers are not afraid to depart because they do not
rely on leaders or organizations for their self-worth. Therefore, often
organizational or personal changes create a situation in which a follower must
withdraw from a leader-follower relationship.

6. Where does the courage of the followers come from?

All good followers have various courage that come from several
sources, especially from their personal feeling, experiences throughout their life,
personal values, their vision of the future, their attitude, and personal
philosophy or religious beliefs, etc.

7. Explain about 7 habits of behavior of Steven Covey?

Covey’s seven habits of highly effective people aim to adjust their

character so they see the world in a positive paradigm. The seven habits are-

 Be proactive
 Begin with the end in mind
 Put first things first
 Think “win-win”
 Seek first to understand then to be understood
 Synergize
 Sharpen the saw

Be proactive

Covey says that many people are reactive, instead of proactive.

Instead of blaming the world for your problems or letting the actions of
others, or even bad weather, dictate your mood, you can be a more
effective person by focusing on the things that you can actually do
something about and not concern yourself with things you can’t change
or influence.

Begin with the end in mind

Covey says that when you take an action, you actually do it twice.
The first time is when you imagine doing it, and then again when you
actually do it in real life. The message here is that if you visualize an
action and its desired consequences first, instead of just ploughing on,
possibly in the wrong direction, the more likely you are to have success.

Put first thing first

This habit is all about prioritization. You need to figure out the
things that are most important and always put them first. Moreover, you
need to focus on preserving and enhancing relationships and on
accomplishing results.

Think “win-win”

This kind of thinking implies understanding that without

cooperation, the organization cannot succeed. In an organization,
cooperating with each other means working with negotiation. When
 going into a situation with others, many people seek a win-lose outcome
– every interaction they gave whether at work or in their personal lives is
seen as a competition. Effective people on the other hand see the benefit
in giving everyone a fair share of the pie and fostering positive long-term
relationships. Trying to approach every situation willing to negotiate until
both parties are satisfied will result greater returns in the end.

Seek first to understand, then to be understood

Covey says that most people do not listen with the intent to
understand; they listen with the intent to reply. We need to emphatically
listen to others and get inside their frame of reference to understand them
intellectually and emotionally. We need to take note of what they’re
saying, but also their body language to get the full picture. Only then
people will start to really trust our opinions and advice.

Synergize

Synergize is the combined action that occurs when people

work together to create new alternatives and solutions. The essence of
synergy is to value and to respect differences.

Sharpen the saw

The seventh habit is all about self-improvement. Covey’s

key message here is that we need to take care of ourselves, stay
physically fit, maintain our emotional wellbeing and our mental
wellbeing through expanding our knowledge, as well as our social well-
being by having good relationships with others.

8. What are the effective followership behaviors?

There are five effective followership behaviors.

 i. Demonstrating job knowledge and competence while working
close supervision and completing work task on time.
ii. Demonstrating independent critical thinking.
iii. Showing initiative in taking on responsibilities, participating
actively seeing tasks through to completion and taking
responsibility for one’s own career development.
iv. Offer information, share view points, or take issue with decisions
or actions that may be unethical or ill-advised.
v. Build collaborative and supportive relationships with coworkers
and the leader.

9. Describe the ways to influence your leader?

Eleven ways to influence the leader are-

i. Be a Resource for the Leader.

ii. Determine the leader’s needs.
iii. Zig where the leader zags.
iv. Tell leader about you.
v. Align self to team purpose/ vision.
vi. Help the leader be a good leader
vii. Ask for advice.
viii. Tell leader what you think
ix. Find things to thank leader for.
x. Build a Relationship
xi. Ask about leader at your level/ position.

10. Explain about what leaders need from followers and what followers need
from leaders?

Leaders want followers who are positive and self-motivated, who

take action to get things done, who willingly accept responsibility and difficult
assignments, who offer suggestions for improvement, and who excel at required
tasks.

Followers want both their leaders and their colleagues to be honest

and competent. However they want their leaders also to be forward-thinking and
inspirational. Moreover they want clear goals, direction, frequent specific,
immediate feedback and coaching to develop potential.