Followership as a Role
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Getting Started
Reference
Riggio, R. (2020). Why followership? New directions for student leadership, 2020, 15-22.
https://doi.org/10.1002/yd.20395(new tab)
.
Upon successful completion of this assignment, you will be able to:
· Analyze the key components of effective leadership within the context of personal, team, and organizational dynamics.
· Apply leadership and followership theories and models within diverse multi-cultural and global settings.
Background Information
Followership is a discipline of supporting leaders and helping them to lead well. It is not submission, but the wise and good care of leaders, done out of a sense of gratitude for their willingness to take on the responsibilities of leadership, and a sense of hope and faith in their abilities and potential. – Reverend Paul Beedle
This paper not only will enable you to demonstrate your learning from this first workshop week of this course, but also will build upon your learning from the LDR-260 Critical Thinking course.
Reference
Beedle, P. (2012, February 6). The unsung skill set. Followership Found, Leadership Regained.
https://pbeedle.wordpress.com/2012/02/06/hello-world/(new tab)
Instructions
1. Review the rubric to make sure you understand the criteria for earning your grade.
2. Read the following articles:
a.
Followership – Understanding the Basics of Teamwork(new tab)
b.
Followership Research: Looking Back and Looking Forward (PDF document)
3. Informed by the two articles assigned for reading as well as the reading and videos from other Workshop one assignments, write a two-page paper (no more than 2 ½, excluding the title page and reference page) that creates a plan for implementing followership development in an organization of which you are a part (your workplace or a civic organization, for example). In the material provided from Dr. Ron Riggio, it was noted that organizations do not usually envision and design “follower development” initiatives. (Usually, they are more interested in leadership development initiatives). But you are going to create a brief, follower development plan. Your paper should explain your observations about areas of follower weaknesses or opportunities for improvement in the organization. Then, your paper should propose strategies for developing followers based upon the assessment to address deficiencies in good followership, but also to build upon existing strengths in followers and leaders alike. Be thoughtful and creative (assume that a reasonable budget would be available to you to develop your strategies).
Getting Started
Reference
Riggio, R. (2020). Why followership? New directions for student
leadership, 2020, 15
–
22.
https://doi.org/10.1002/yd.20395
(new
tab)
.
Upon successful completion of this assignment, you will be
able to:
·
Analyze the key component
s of effective leadership within
the context of personal, team, and organizational dynamics.
·
Apply leadership and followership theories and models within
diverse multi
–
cultural and global settings.
Background Information
Followership is a discipline of supporting leaders and helping them
to lead well. It is not submission, but t
he wise and good care of
leaders, done out of a sense of gratitude for their willingness to
take on the responsibilities of leadership, and a sense of hope and
faith in their abilities and potential.
–
Reverend Paul Beedle
This paper not only will enable
you to demonstrate your learning
from this first workshop week of this course, but also will build
upon your learning from the LDR
–
260 Critical Thinking course.
Reference
Beedle, P. (2012, February 6).
The unsung skill set.
Followership
Found, Leadership
Regained.
https://pbeedle.wordpress.com/2012/02/06/hello
–
world/
(new tab)
Instructions
1.
Review the rubric to make sure you understand the criteria
for earning your grade.
Getting Started
Reference
Riggio, R. (2020). Why followership? New directions for student
leadership, 2020, 15-22. https://doi.org/10.1002/yd.20395(new
tab).
Upon successful completion of this assignment, you will be
able to:
Analyze the key components of effective leadership within
the context of personal, team, and organizational dynamics.
Apply leadership and followership theories and models within
diverse multi-cultural and global settings.
Background Information
Followership is a discipline of supporting leaders and helping them
to lead well. It is not submission, but the wise and good care of
leaders, done out of a sense of gratitude for their willingness to
take on the responsibilities of leadership, and a sense of hope and
faith in their abilities and potential. – Reverend Paul Beedle
This paper not only will enable you to demonstrate your learning
from this first workshop week of this course, but also will build
upon your learning from the LDR-260 Critical Thinking course.
Reference
Beedle, P. (2012, February 6). The unsung skill set. Followership
Found, Leadership
Regained. https://pbeedle.wordpress.com/2012/02/06/hello-
world/(new tab)
Instructions
1. Review the rubric to make sure you understand the criteria
for earning your grade.
3.2 Discussion: Five Dimensions of Courageous Followership
Web Page
Getting Started
While there are a few follower styles or typologies (Kelley, Kellerman, and
Lipman-Blumen(new tab)
each created such models), this week we are going to examine Chaleff’s five behaviors of courageous followership as well as his model of follower styles. In the assigned reading and viewing, we will consider the extent to which these concepts serve as both support for as well as a challenge to leaders.
In the
Why Explore Followership(PowerPoint presentation)
? Powerpoint, we see five specific behaviors that Chaleff argues are important if followers are to courageously engage in their organizations:
1. Assume responsibility for common purpose
2. Support leader and group energetically
3. Constructively challenge counterproductive policies and behaviors
4. Participate in personal and organizational transformation
5. Take moral action if needed
The assigned article by Chaleff further expands on the roles that followers serve in helping organizations to meet their goals.
Chaleff’s follower styles are illustrated in a four-quadrant grid. You will learn much more about these styles in Assignment 3.3 when you complete Chaleff’s Follower Style Assessment. Chaleff wrote about three key takeaways from his model:
1. Followers do not serve leaders. Rather, leaders and followers both serve the common purpose or mission, within a shared set of values. This construct emphasizes service to the mission and de-emphasizes the power differential inherent in hierarchical relationships, without dismissing the reality of that differential.
2. There are five sets of behaviors that comprise courageous followership per the model:
– The courage to assume responsibility
– The courage to support the leader
– The courage to challenge unproductive behaviors or policies of the leader
– The courage to participate in the transformation
– The courage to take a moral stand
Of these, a dissertation by Phyllis Rich found that the courage to assume responsibility is the followership behavior most valued by leaders.
The four styles of followership derived from the model depend on the mixture of the courage to support and the courage to question or challenge. A follower who exhibits both high support for the leader’s initiatives and a high willingness to question or challenge counterproductive behavior or policy is assuming the “partner style” of followership.
3. “Follower’ is not a personality type. It is a role, and everyone in organizational life sometimes plays the follower role, and sometimes plays a leader role. Playing both roles with commitment, courage, and integrity are needed to produce a benign and successful use of power.
Upon successful completion of this discussion, you will be able to:
· Explain key dimensions of followership and resulting typologies.
Instructions
1. Review the rubric to make sure you understand the criteria for earning your grade.
2. Review the information in the Getting Started and Background Information sections.
3. In your initial discussion post (250–300 words), reflect upon the five behaviors of courageous followership from your review of the assigned materials. In your initial post, respond to the following: How would you rank the five behaviors from least difficult to most difficult, based on your own followership of your leader(s)? Explain your rationale for your ranking, then discuss which, if any, you might wish to better develop and how you would go about doing so.
4. Initial posts are due no later than Day Four of the workshop week.
5. Respond to at least two others’ postings (150–200 words each) on two different days, by the end of the workshop. Simply responding with a sentence that reflects agreement with others’ postings is not an acceptable response. Instead, be sure to advance the discussion. In other words, build upon what has been posted so that our collective learning is enriched.
6. Be sure to incorporate at least two additional sources beyond assigned material in this course.
3.2 Discussion: Five Dimensions of
Courageous Followership
Web Page
Getting Started
While there are a few follower styles or typologies (Kelley,
Kellerman, and
Lipman
–
Blumen
(new tab)
each cre
ated such
models), this week we are going to examine Chaleff’s five
behaviors of courageous followership as well as his model of
follower styles. In the assigned reading and viewing, we will
consider the extent to which these concepts serve as both support
for as well as a challenge to leaders.
In the
Why Explore Followersh
ip
(PowerPoint presentation)
?
Powerpoint, we see five specific behaviors that Chaleff argues are
important if followers are to courageously engage in their
organizations:
1.
Assume responsibility for common purpose
2.
Support leader and group energetically
3.
Constructively challenge counterproductive policies and
behaviors
4.
Participate in personal and organizational transformation
5.
Take moral action if needed
The assigned article by Chaleff further expands on the roles that
followers serve in helping organizations to meet their goals.
Chaleff’s follower styles are illustrated in a four
–
quadrant grid. You
will learn much more about these styles in Assignment 3.3 when
you complete Chaleff’s Follower Style Assessment. Chaleff w
rote
about three key takeaways from his model:
1. Followers do not serve leaders. Rather, leaders and followers
both serve the common purpose or mission, within a shared set of
values. This construct emphasizes service to the mission and de
–
emphasizes the
power differential inherent in hierarchical
relationships, without dismissing the reality of that differential.
3.2 Discussion: Five Dimensions of
Courageous Followership
Web Page
Getting Started
While there are a few follower styles or typologies (Kelley,
Kellerman, and Lipman-Blumen(new tab) each created such
models), this week we are going to examine Chaleff’s five
behaviors of courageous followership as well as his model of
follower styles. In the assigned reading and viewing, we will
consider the extent to which these concepts serve as both support
for as well as a challenge to leaders.
In the Why Explore Followership(PowerPoint presentation)?
Powerpoint, we see five specific behaviors that Chaleff argues are
important if followers are to courageously engage in their
organizations:
1. Assume responsibility for common purpose
2. Support leader and group energetically
3. Constructively challenge counterproductive policies and
behaviors
4. Participate in personal and organizational transformation
5. Take moral action if needed
The assigned article by Chaleff further expands on the roles that
followers serve in helping organizations to meet their goals.
Chaleff’s follower styles are illustrated in a four-quadrant grid. You
will learn much more about these styles in Assignment 3.3 when
you complete Chaleff’s Follower Style Assessment. Chaleff wrote
about three key takeaways from his model:
1. Followers do not serve leaders. Rather, leaders and followers
both serve the common purpose or mission, within a shared set of
values. This construct emphasizes service to the mission and de-
emphasizes the power differential inherent in hierarchical
relationships, without dismissing the reality of that differential.
Please respond to 3.2 Five Dimensions of Courageous Followership post:
Scott:
As with most things, how we do things depends on how we are as a person and a leader. Each of us has different strengths and weaknesses, which helps move the mission forward. Everyone can use what they are good at to help pick up where others are not.
I would rank them take moral action if needed, assume responsibility for a common purpose, support leader and group energetically, participate in personal and organizational transformation, and lastly, constructively challenge counterproductive policies and behaviors. These could be in any order based on yourself as a leader/follower and who you’re following as a follower. I have a strong moral code and have always been able to speak up when needed, which goes along with assuming responsibility. As I went down this list, I saw that it got more difficult because it depends on what kind of leader, you’re under. Being energetic with someone who isn’t motiving can be hard to find the energy to be energetic when they change the mood of where you work. The same goes for constructively challenging counterproductive policies. I have been around a few leaders who would make counterproductive decisions and were not open to new ways.
I like the idea of being a part of changes. Helping make changes for the better of everyone is why I want to participate in personal and organizational transformation. I want to learn how to take that next step as a leader or follower and be in the lead for changes being made. I plan to volunteer for more responsibilities and be involved more with shop policies.
Alicia:
Subscribe
The five behaviors of courageous followership ranked from least difficult to most difficult are the courage to support the leader, the courage to participate in the transformation, courage to assume responsibility, the courage to take a moral stand, the courage to challenge unproductive behaviors or policies of the leader. The most difficult would be the courage to challenge unproductive behaviors and policies of the leader, the courage to take a moral stand, and the courage to assume the responsibility.
It takes courage and boldness to. have the intensity to approach your boss and tell them that you don’t agree with the policies and procedures that have put in place for the company. It would also take great passion to challenge your boss to express to them that the plans that they implemented are unproductive. There are many fears when it comes to employees speaking up in the workplace. If you work for a great company, voicing your concerns should be encouraged and highlighted in meetings and trainings. Most people would choose not to speak up because they are afraid of retaliation of the manager or company, bully tactics, and even fear of loosing their jobs. Years ago it was a rare thing to have a boss encourage you to take ownership of their work. But lately, a great emphasis has been placed on employees to taking responsibility and ownership of their work. By taking ownership of the task, the focus shifts from management to employees ensuring the task is carried in the most the most efficient way.⁶
The least difficult form of courageous followers are for employees to support the leaders of the company and having the courage to participate in transformation. Many may think of their ability to support their leaders as minor or non burdensome. For many followers who just show up to receive a paycheck with no other goals or motives in mind, find it easy to support their leaders, respect their leaders, and follow the leader’s decision-making. They understand the role of the leader and respect them even to the degree of complete transformation, because they understand that the responsibility of things turning out right or not, is not on them, but on the leader.
Please respond to
3.2 Five Dimensions of Courageous Followership
post:
Scott
:
As with most things, how we do things depends on how we are as a person and a leader. Each
of us has different strengths and weaknesses, which helps move the mission forward.
Everyone can use what they are good at to help pick up where others are not.
I wo
uld rank them take moral action if needed, assume responsibility for a common purpose,
support leader and group energetically, participate in personal and organizational
transformation, and lastly, constructively challenge counterproductive policies and be
haviors.
These could be in any order based on yourself as a leader/follower and who you’re following
as a follower. I have a strong moral code and have always been able to speak up when needed,
which goes along with assuming responsibility. As I went down
this list, I saw that it got more
difficult because it depends on what kind of leader, you’re under. Being energetic with
someone who isn’t motiving can be hard to find the energy to be energetic when they change
the mood of where you work. The same goes f
or constructively challenging counterproductive
policies. I have been around a few leaders who would make counterproductive decisions and
were not open to new ways.
I like the idea of being a part of changes. Helping make changes for the better of everyone
is
why I want to participate in personal and organizational transformation. I want to learn how to
take that next step as a leader or follower and be in the lead for changes being made. I plan to
volunteer for more responsibilities and be involved more wi
th shop policies.
Alicia
:
Subscribe
The five behaviors of courageous followership ranked from least difficult to mos
t difficult are
the courage to support the leader, the courage to participate in the transformation, courage to
assume responsibility, the courage to take a moral stand, the courage to challenge unproductive
behaviors or policies of the leader. The most di
fficult would be the courage to challenge
unproductive behaviors and policies of the leader, the courage to take a moral stand, and the
courage to assume the responsibility.
It takes courage and boldness to.
have the intensity to approach your boss and
tell them that
you don’t agree with the policies and procedures that have put in place for the company. It
would also take great passion to challenge your boss to express to them that the plans that they
implemented are unproductive. There are many fears w
hen it comes to employees speaking up
in the workplace. If you work for a great company, voicing your concerns should be encouraged
and highlighted in meetings and trainings. Most people would choose not to speak up because
they are afraid of retaliation o
f the manager or company, bully tactics, and even fear of loosing
their jobs. Years ago it was a rare thing to have a boss encourage you to take ownership of their
work. But lately, a great emphasis has been placed on employees to taking responsibility and
Please respond to 3.2 Five Dimensions of Courageous Followership post:
Scott:
As with most things, how we do things depends on how we are as a person and a leader. Each
of us has different strengths and weaknesses, which helps move the mission forward.
Everyone can use what they are good at to help pick up where others are not.
I would rank them take moral action if needed, assume responsibility for a common purpose,
support leader and group energetically, participate in personal and organizational
transformation, and lastly, constructively challenge counterproductive policies and behaviors.
These could be in any order based on yourself as a leader/follower and who you’re following
as a follower. I have a strong moral code and have always been able to speak up when needed,
which goes along with assuming responsibility. As I went down this list, I saw that it got more
difficult because it depends on what kind of leader, you’re under. Being energetic with
someone who isn’t motiving can be hard to find the energy to be energetic when they change
the mood of where you work. The same goes for constructively challenging counterproductive
policies. I have been around a few leaders who would make counterproductive decisions and
were not open to new ways.
I like the idea of being a part of changes. Helping make changes for the better of everyone is
why I want to participate in personal and organizational transformation. I want to learn how to
take that next step as a leader or follower and be in the lead for changes being made. I plan to
volunteer for more responsibilities and be involved more with shop policies.
Alicia:
Subscribe
The five behaviors of courageous followership ranked from least difficult to most difficult are
the courage to support the leader, the courage to participate in the transformation, courage to
assume responsibility, the courage to take a moral stand, the courage to challenge unproductive
behaviors or policies of the leader. The most difficult would be the courage to challenge
unproductive behaviors and policies of the leader, the courage to take a moral stand, and the
courage to assume the responsibility.
It takes courage and boldness to. have the intensity to approach your boss and tell them that
you don’t agree with the policies and procedures that have put in place for the company. It
would also take great passion to challenge your boss to express to them that the plans that they
implemented are unproductive. There are many fears when it comes to employees speaking up
in the workplace. If you work for a great company, voicing your concerns should be encouraged
and highlighted in meetings and trainings. Most people would choose not to speak up because
they are afraid of retaliation of the manager or company, bully tactics, and even fear of loosing
their jobs. Years ago it was a rare thing to have a boss encourage you to take ownership of their
work. But lately, a great emphasis has been placed on employees to taking responsibility and
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