Management Chapter 7 Homework Help The Leader Good Leader 2015 Cengage

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CHAPTER 7

Followership

Chapter Outline

The Art of Followership

What Your Leader Wants from You

Styles of Followership

Strategies for Managing Up

The Power and Courage to Manage Up

What Followers Want from Leaders

In the Lead

Summary and Interpretation

The important role of followership in organizations is increasingly recognized. Leaders and

followers are interdependent, and people are followers more often than leaders. People who

effectively manage both up and down the hierarchy are more successful, but managing up can be

difficult for new leaders. Strategies for managing up include being a resource, helping the leader

independent and active in the organization. Being an effective follower depends on not becoming

alienated, conforming, passive, or a pragmatic survivor. Effective followership is not always

easy. Effective followers display the courage to assume responsibility, to challenge their leaders,

to participate in transformation, to serve others, and to leave the organization when necessary.

Your Leadership Challenge

After reading this chapter, you should be able to:

• Effectively manage both up and down the hierarchy.

• Recognize your followership style and take steps to become a more effective follower.

• Understand the leader’s role in developing effective followers.

Key Terms and Concepts

Managing up: consciously and deliberately developing a meaningful, task related, mutually-

respectful relationship with your direct superiors.

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.

Alienated follower: a person who is an independent, critical thinker but is passive in the

organization.

Introduction

Irving Christopher and Angela Navarro are standing on a cliff looking out over the ocean. It’s

been a great two days, learning about how to be a better leader in today’s multicultural, social

media-crazy workplace. Now the seminar is over and the two middle managers are taking a stroll

along the cliff before driving home and returning to their regular work after the weekend. “You

Annotated Lecture/Outline

Leadership Challenge #1: Effectively manage both up and down the hierarchy.

I. The Art of Followership

Leadership and followership are closely intertwined. Considering leadership the sole basis for

success of the organization is a flawed assumption, and it limits the opportunity for people

throughout the organization to accept responsibility and make active, valuable contributions. For

Exhibit 7.1: Good Leaders Manage Both Up and Down the Hierarchy

A. Learn to Manage Up as Well as Down

Managing up means consciously and deliberately developing a meaningful, task-related,

mutually-respectful relationship with one’s direct superiors; offering insight, information,

guidance, and initiative; and challenging your superiors when necessary in order to enable all

members to do their best work for the organization.

B. Managing Up Presents Unique Challenges

Many new leaders are uncomfortable with the idea of managing their boss. Their overriding

concern is pleasing the boss and keeping him or her happy. Therefore, they hesitate to pass

along any information that might not be welcome, and they avoid questioning any of their

well as subordinates.

In the Lead: Irvin D. Yalom and Marcia Reynolds

Psychology professor Irvin D. Yalom has some interesting stories from his counseling

experience with clients in individual and group therapy. One woman ranted at length in a group

therapy session about her boss, who never listened and refused to pay her any respect. There’s

nothing funny about a bad boss, but the interesting thing about this client was that as her work

To effectively manage up requires understanding what leaders want and need.

Leadership Challenge #6: Know what followers want from leaders and what leaders expect

from followers.

II. What Your Leader Wants From You

Leaders and organizational situations vary, but there are some qualities and behaviors that every

good leader wants from his or her followers. The following are ones that have been shown to

contribute to productive and rewarding leader-follower relationships:

• A Make-It-Happen Attitude. Leaders don’t want excuses. They want results.

• A Willingness to Collaborate. Each follower is a part of the leader’s larger system and

should realize that his or her actions affect the whole.

Discussion Question #1: Discuss the role of a follower. Why do you think so little emphasis is

given to followership compared to leadership in organizations?

Notes_________________________________________________________________________

______________________________________________________________________________

Leadership Challenge #2: Recognize your followership style and take steps to become a more

effective follower.

III. Styles of Followership

One theory of followership was proposed by Robert E. Kelley, who conducted extensive

interviews with leaders and followers and came up with five styles of followership. These

followership styles are categorized according to two dimensions:

• The first dimension is quality of independent, critical thinking versus dependent,

uncritical thinking. Critical thinking means approaching subjects, situations, and

problems with thoughtful questions and in an unbiased way, gathering and assessing ideas

and information objectively, and mentally penetrating into underlying implications of

various alternatives.

o Independent critical thinkers are mindful of the effects of their and other people’s

• The second dimension of followership style is active versus passive behavior.

o An active individual participates fully in the organization, engages in behavior that is

beyond the limits of the job, demonstrates a sense of ownership, and initiates

Exhibit 7.2: Followership Styles

The alienated follower is an independent, critical thinker but is passive in the organization.

Alienated followers are effective followers who have experienced setbacks, obstacles, and

New Leader Action Memo: Complete the questionnaire in Leader’s Self-Insight 7.1 to evaluate

how well you carry out a followership role.

The conformist participates actively in the organization but does not utilize critical thinking

skills in his or her task behavior. A conformist typically carries out any and all orders regardless

The pragmatic survivor has qualities of all four extremes—depending on which style fits with

the prevalent situation. This type of follower uses whatever style best benefits his or her own

The passive follower exhibits neither critical, independent thinking nor active participation.

Being passive and uncritical, these followers display neither initiative nor a sense of

responsibility. Passive followers leave the thinking to their leaders. Passive followers are often

Characterized by both mindfulness and a willingness to act, effective followers are essential for

an organization to be effective. They are capable of self-management, discern strengths and

weaknesses in themselves and in the organization, are committed to something bigger than

themselves, and work toward competency, solutions, and a positive impact.

In the Lead: Dawn Marshall, Pathmark

Dawn Marshall specializes in giving people a little bit of luxury in the mundane chore of grocery

shopping. She’s a good cashier, but her forte is bagging. Marshall knows how to pack the flimsy

plastic bags so that eggs don’t get broken, bread doesn’t get squashed, and ground beef doesn’t

leak all over the cereal boxes. She even won a National Grocers Association contest as the best

Effective followers act as leaders by setting an example and using a positive attitude to inspire

and uplift other people. They do not despair in their positions, nor do they resent or manipulate

others.

New Leader Action Memo: As a leader, you can also be an effective follower. You can think

independently and critically instead of blindly accepting what your superiors tell you. Rather

Discussion Question #3: Compare the alienated follower with the passive follower. Can you

give an example of each? Have you ever been either one? How would you respond to each if you

were a leader?

Notes_________________________________________________________________________

______________________________________________________________________________

Leadership Challenge #5: Implement the strategies for effective followership at school or work.

IV. Strategies for Managing Up

There is growing recognition that how followers manage their leaders is just as important as how

their leaders manage them. Two aspects of managing up are:

• Understanding the leader

• Using specific tactics to improve the leader–follower relationship.

A. Understand the Leader

We all spend time and energy trying to understand people who are important to us, so it only

makes sense that we do the same with our boss if we want to have a productive working

Consider This: Our Deepest Fear

Our deepest fear is not that we are inadequate; our deepest fear is that we are powerful beyond

measure.

It is our light, not our darkness, that most frightens us.

We ask ourselves, who am I to be brilliant, gorgeous, talented and fabulous?

Actually, who are you NOT to be? You are a child of God.

Effective followers study their leader’s preferred work style. Effective followers learn their

leader’s preferences and adapt to them. People can pay close attention to the leader’s behavior

in the following areas to know how to be a more effective follower:

• Does the leader like to know all the details of your plans, projects, and problems, or

does she just want the big picture?

• Is the leader controlling or empowering? Does he want to closely supervise and be in

control of people’s behavior or delegate freely and look for opportunities to help

individuals grow and develop to their highest potential?

• Does the leader like to carefully analyze information and alternatives before making a

decision, or is she more inclined to make quick decisions and take action?

• Is the leader a reader or a listener? Does he like to have materials presented in written

form so he has time to study and analyze them by himself first, or does he prefer an oral

presentation where he can ask questions on the spot?

• Is she a numbers person or a word person? Does she want statistics and figures to back

up your report or request?

• Is the leader an extrovert or an introvert? Do interactions with large groups of people

energize or tire him? Does he like to be involved with people all day or need time alone

to think and recharge?

B. Tactics for Managing Up

Most followers at some point complain about the leader’s deficiencies, such as a failure to

listen, to encourage, or to recognize followers’ efforts. However, to be effective, followers

need to develop a meaningful, task-related relationship with their bosses that enable them to

add value to the organization even when their ideas disagree with those of the leader.

New Leader Action Memo: Leader’s Self–Insight 7.2 gives you a chance to see if you’re guilty

of being an annoying follower.

Followers should also be aware of behaviors that can annoy leaders and interfere with

Exhibit 7.3: Ways to Influence Your Leader

Exhibit 7.3 illustrates four tactics that enable followers to overcome the authority-based

relationship and develop an effective, respectful relationship with their leaders.

Be a Resource for the Leader

Effective followers align themselves to the purpose and the vision of the organization. By

understanding the vision and goals, followers can be a resource of strength and support for

Help the Leader be a Good Leader

Good followers seek the leader’s counsel and look for ways the leader can improve their

skills, abilities, and value to the organization. They help their leaders be good leaders by

simply saying what they need in order to be good followers. If a leader believes a follower

values his or her advice, the leader is more likely to give constructive guidance rather than

unsympathetic criticism.

New Leader Action Memo: As a leader, you can use strategies for managing up to create an

equitable and respectful relationship with your superiors. You can help your supervisor be the

best he or she can be by getting beyond submissive feelings and behaviors, recognizing that

leaders are fallible, and being a resource for the leader.

A leader can also become a better leader when followers compliment the leader for

behavior that followers appreciate, such as listening, rewarding followers’ contributions,

Build a Relationship with the Leader

Effective followers work toward an authentic relationship with their leaders, which

In the Lead: John Stroup, Belden Inc.

John Stroup, CEO of Belden Inc., a maker of electrical cables, says he is much more likely to

promote followers who disagree with and challenge him occasionally. In his previous job at

Danaher Corporation, Stroup saw some newly recruited senior managers get fired or transferred

because they pushed for changes or urged their bosses to adopt ideas before they had built

credibility with their superiors.

Leaders have learned that building a positive, respectful relationship with the leader is the

best way to get important changes implemented. Followers can generate respect by asking

questions about the leader’s experiences in the follower’s position, actively seeking

feedback, and clarifying the basis for specific feedback and criticism from the leader.

View the Leader Realistically

Unrealistic follower expectations present one of the biggest barriers to effective leader–

follower relationships. When we accept that leaders are fallible and will make many

Discussion Question #4: Why is managing up important in organizations? Describe the strategy

for managing up that you most prefer. Explain.

Notes_________________________________________________________________________

______________________________________________________________________________

Leadership Challenge #4: Apply the principles of effective followership, including

responsibility, service, challenging authority, participating in change, and knowing when to

leave.

V. The Power and Courage to Manage Up

Standing up to the boss isn’t easy. Finding the courage to effectively manage up comes easier

when people realize how much leaders depend on followers.

A. Sources of Power for Managing Up

Exhibit 7.4: Sources of Power for Managing Up

Exhibit 7.4 outlines several sources of power that can be used by followers to manage up.

Personal Sources

One personal source of upward influence is the follower’s knowledge and skills that are

valuable to the organization. A subordinate with useful knowledge is of real benefit to the

leader, and his or her departure would be a loss. In addition, someone who has a

Position Sources

A follower’s formal position also provides sources of power. For example, certain jobs or

physical locations can render the follower visible to numerous individuals. A position that

B. Necessary Courage to Manage Up

The Courage to Assume Responsibility

The effective follower feels a sense of personal responsibility and ownership in the

organization and its mission. Thus, the follower assumes responsibility for his or her own

The Courage to Challenge

Effective followers do not sacrifice their personal integrity or the good of the organization

The Courage to Participate in Transformation

Effective followers view the struggle of corporate change and transformation as a mutual

The Courage to Serve

An effective follower discerns the needs of the organization and actively seeks to serve

those needs. A follower can provide strength to the leader by supporting the leader and by

In the Lead: Laurie Stein, Clorox

One expert estimates that managers have a 30 percent to 40 percent chance of being fired after a

company hires an outside CEO. The best strategy for managers in these circumstances is to make

it their job to serve the new leader and help him or her succeed.

The Courage to Leave

Sometimes organizational or personal changes create a situation in which a follower must

Discussion Question #5: The chapter describes five ways in which followers need to use

courage. Which do you feel is most important? Least important? How might a follower derive

the courage to behave in new ways to be more effective? Discuss.

Notes_________________________________________________________________________

______________________________________________________________________________

Discussion Question #7: Which type of follower courage is easiest for you to use? Hardest for

you to use? Can you think of ways to expand your power for influencing up?

Notes_________________________________________________________________________

______________________________________________________________________________

Leadership Challenge # 6: Know what followers want from leaders and what leaders expect

from followers.

VI. What Followers Want from Leaders

Good followers are created partly by leaders who understand their requirements and obligations

for developing people. Research indicates that followers have expectations about what

constitutes a desirable leader.

Exhibit 7.5: Rank Order of Desirable Characteristics

Followers want their leaders to be honest, forward-thinking, inspiring, and competent. A leader

must be worthy of trust, envision the future of the organization, inspire others to contribute, and be

capable and effective in matters that will affect the organization.

New Leader Action Memo: As a leader, you can learn to give and receive feedback that

contributes to growth and improvement rather than fear and hard feelings.

Followers want their fellow followers to be honest and competent but also dependable and

cooperative. Thus, desired qualities of colleagues share two qualities with leaders—honesty and

Followers do not want to be subjected to leader behavior that denies them the opportunity to make

valued contributions. Leaders have a responsibility to enable followers to fully contribute their

ideas and abilities. Four specific ways leaders enhance the abilities and contributions of followers

are by:

• Offering clarity of direction

A. Clarity of Direction

It is the leader’s job to communicate where the organization is going and why. Followers need

specific, unambiguous goals and objectives on both an individual and team level. Numerous

studies have shown that clear, specific, challenging goals enhance people’s motivation and

Discussion Question #2: As a leader, what would you want most from followers? As a follower,

what would you want most from your leader? How do these differ? Why?

Notes_________________________________________________________________________

______________________________________________________________________________

Leadership Challenge # 7: Use feedback and leadership coaching to help followers grow and

achieve their potential.

B. Opportunities for Growth

Leadership coaching is a method of directing or facilitating a follower with the aim of

improving specific skills or achieving a specific development goal, such as developing time

Exhibit 7.6: Follower Benefits from Coaching

Exhibit 7.6 shows benefits that followers get from leadership coaching, including gaining a new

Discussion Question #9: What does leadership coaching mean to you? How should leaders

decide which followers they will provide with coaching?

Notes_________________________________________________________________________

______________________________________________________________________________

C. Frequent, Specific, and Immediate Feedback

Candid feedback is one of the most important elements contributing to the growth and

New Leader Action Memo: As a leader, you can make feedback a regular habit and remember

to include positive comments and praise as well as critical feedback. As a follower, you can view

feedback as a chance to improve yourself. Reframe negative feedback in a way that helps you

take positive action toward what you want out of your work and life.

Feedback occurs when a leader uses evaluation and communication to help individuals learn

about themselves and improve. Effective leaders provide both positive and negative

constructive feedback on an ongoing basis.

Followers appreciate positive feedback, but they also want to know when they aren’t doing

what is expected of them, and they want the feedback to be specific enough to enable them to

do better. Leaders who avoid giving any critical feedback “achieve kindness in the short term

but heartlessness in the long run, dooming the problem employee to non-improvement.” Some

ways leaders can provide feedback that benefits followers and takes less of an emotional toll

on both leader and follower are as follows:

• Make it timely. People shouldn’t have to wait for an annual review to know how to

improve. Leaders should give feedback as soon as possible after they observe a behavior

or action they want to correct or reinforce.

• Focus on the performance, not the person. Feedback should not be used simply to

• Make it specific. Effective feedback describes the precise behavior and its consequences

and explains why the leader either approves of the behavior or thinks there is a need for

improvement.

• Focus on the desired future, not the past. Good leaders don’t drag up the failures and

mistakes of the past. Effective feedback looks toward the future, minimizes fault-

finding, and describes the desired behaviors and outcomes.

New Leader Action Memo: Before reading on, answer the questions in Leader’s Self-Insight

7.3 to learn if you have the correct mindset to benefit from leadership coaching.

Discussion Question #6: Do you think you would respond better to feedback that is presented

using a traditional scheduled performance review format or feedback that is presented as a

routine part of everyday work activities? Discuss. How do you think leaders should frame

negative feedback to achieve the best results?

Notes_________________________________________________________________________

______________________________________________________________________________

Discussion Question #8: One organizational observer suggested that bosses who won’t give

negative feedback to followers who need it cause even more damage in the long run than those

who fly off the handle when a follower makes a mistake. Do you agree? Discuss.

Notes_________________________________________________________________________

______________________________________________________________________________

D. Protection from Organizational Intrusions

Good followers want to do their jobs to the best of their abilities. They don’t want to be

continually interrupted by managers offering questions or suggestions, and they don’t want to

Discussion Question #10: What does it mean for a leader to act as a human shield? Do you

believe this should be part of a leader’s responsibility to followers?

Notes_________________________________________________________________________

______________________________________________________________________________

Discussion Questions

1. Discuss the role of the follower. Why do you think so little emphasis is given to

followership compared to leadership in organizations?

Student answers will vary. Leadership and followership are fundamental roles that

2. As a leader, what would you want most from followers? As a follower, what would you

want most from your leader? How do these differ? How are they the same?

Students’ answers may vary. However, every good leader expects the following from

followers:

• A make-it-happen attitude—leaders don’t want excuses. They want results.

• A willingness to collaborate—each follower is a part of the leader’s larger system

3. Compare the alienated follower with the passive follower. Can you give an example of

each? Have you been either one? How would you respond to each if you were a leader?

An alienated follower is an independent, critical thinker but is passive in the organization.

He or she is often an effective follower who has experienced setbacks and obstacles,

4. Why is managing up important in organizations? Describe the strategy for managing up