Chapter 7

Followership

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Critical and Uncritical Thinking

Critical 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.

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 Ex. 7.1 Followership Styles
Independent, critical thinking

Alienated Effective

Passive Pragmatic Active

Survivor

Passive Conformist

Dependent, uncritical thinking

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The effective follower
 The will to assume responsibility
 The will to serve
 The will to challenge
 The will to participate in transformation
 The will to leave

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Ex. 7.2 The Maturity Continuum

7 Sharpen the Saw

Interdependence
Seek First to 5 6 Synergize
Understand Then to PUBLIC
be Understood VICTORY
Think win-win
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Independence
Put First Things First
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PRIVATE
VICTORY Begin with the
Be Proactive 1 2 End in Mind
Dependence

8. Find your voice and inspire others to find theirs

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Sources of Follower Power
Personal Sources
 Knowledge
 Expertise
 Effort
 Persuasion
Position Sources
 Location
 Information
 Access
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 Ex. 7.3 Ways to Influence Your
Leader
Be a Resource for the Leader Help the Leader Be a Good
Leader
Determine the leader’s needs.
Zig where the leader zags. Ask for advice.
Tell leader about you. Tell leader what you think.
Align self to team purpose/vision. Find things to thank leader for.

Build a Relationship View the Leader Realistically

Ask about leader at your Give up idealized leader images.

level/position. Don’t hide anything.
Welcome feedback and criticism. Don’t criticize leader to others.
Ask leader to tell you company Disagree occasionally.
stories.

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 Ex. 7.4 Rank Order of Desirable
Characteristics

Desirable Leaders Are Desirable Colleagues

(Followers) Are
 Honest
 Honest
 Cooperative
 Forward thinking
 Dependable
 Inspiring
 Competent
 Competent

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 Ex. 7.5 The Feedback Process
1. Observation
Follower misses
deadlines
repeatedly.

4. Development 2. Assessment
Follower given Follower lacks
training in self- self-
management, team management
allocated work based skills.
on personal skills.

3. Consequences
Team members resent
delays to team
projects.
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Feedback
 Make regular feedback a habit
 Use elements of storytelling
 Be generous with positive feedback
 Train followers to view feedback as an
opportunity for development.

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Leading others to lead themselves
 Accept and acknowledge your inability to
accomplish anything without the help of
followers
 Self-management leadership: helping others
to help themselves
 Followers and leaders are active partners who
are continually learning, growing, and changing
 Coach employees, share information
 Directed autonomy

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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

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Characteristics of community
 Inclusivity
 Positive culture
 Conversation
 Caring and trust
 Shared leadership

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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

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