Bba 3651 Leadership 1 Course Learning Outcomes For Unit IV

Bba 3651 Leadership 1course Learning Outcomes For Unit Iv Upon Com

Explore various aspects of effective leadership, to include influence, follower motivation, and effective followership. Apply Kelley’s model of effective followership. Explain how knowledge of effective followership can develop effective leaders and followers.

In order to access the resources below, you must first log into the myCSU Student Portal and access the CSU Online Library.

The best method to locate some of the readings is to perform a title search by enclosing the title of the article in quotation marks and excluding terminal punctuation marks, specifically question marks. Locate the following articles in the CSU Online Library under the Business Source Complete database and access the full-text-PDF:

This paper proposes that followers have the ability to share the leadership role. Informed by both transformational leadership and active followership literatures, a sample of 200 American healthcare employees responded to field surveys, and results were analyzed using path analysis. Locate the following article, and read pages (pages 1-4 in the PDF), through the section titled “Leaders and Followers Share Roles”: Baker, S. D., Mathis, C. J., & Stites-Doe, S. (2011). An exploratory study investigating leader and follower characteristics at U.S. healthcare Organizations. Journal of Managerial Issues, 23(3), 249. Retrieved from t=true&db=bth&AN=&site=ehost-live&scope=site

Locate the following articles in the CSU Online Library under the ABI/INFORM Collection database and access the full-text-PDF:

This article aims to review teamwork and the creation of effective teams within healthcare. Locate the following article, and read pages (pages 6-7 in the PDF), the section titled “Followership”: Ezziane, Z., Maruthappu, M., Gawn, L., Thompson, E. A., Athanasiou, T., & Warren, O. J. (2012). Building effective clinical teams in healthcare. Journal of Health Organization and Management, 26(4). Retrieved from olumbiasouthern.edu/docview/?accountid=33337

This paper provides a fresh look at followership by providing a synthesis of the literature and presents a new model for matching followership styles to leadership styles. The model's practical value lies in its usefulness for describing how leaders can best work with followers, and how followers can best work with leaders. Bjugstad, K., Thach, E., & Thompson, K. (2006). A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral & Applied Management, 7(3). Retrieved from direct=true&db=a9h&AN=&site=ehost-live&scope=site

Paper For Above instruction

Leadership is a vital component of any organizational structure, influencing not only the success of projects but also shaping the culture and dynamics within teams. In recent years, the focus on effective leadership has expanded to include understanding the nuanced roles of followers and how their motivation, influence, and interaction with leaders contribute to overall organizational effectiveness. This paper explores essential aspects of leadership, particularly focusing on influence, follower motivation, and followership. It also examines Kelley’s model of effective followership and its significance in developing both leaders and followers.

Understanding the Aspects of Effective Leadership

Effective leadership is multifaceted, encompassing influence, motivation, communication, and relationship management. Influence, as a core element, determines a leader’s ability to guide, persuade, and inspire followers toward shared goals. A leader's influence operates through various mechanisms, including personal credibility, charisma, and the ability to articulate a compelling vision (Northouse, 2018). Motivation plays a critical role; motivated followers are more engaged, productive, and committed to organizational objectives (Bass & Riggio, 2006). Leaders must understand the diverse motivational drivers of followers and tailor their leadership approach accordingly.

Communication is equally vital, serving as the conduit through which influence and motivation are expressed. Leaders who communicate effectively foster trust and clarity, reducing uncertainties that may impede team performance (Yukl, 2013). Cultivating an environment of open dialogue encourages followers to vocalize concerns, share ideas, and actively participate in decision-making processes, thereby enhancing followership quality.

The Role of Followership in Leadership Effectiveness

While leadership often receives significant attention, followership is equally crucial in ensuring organizational success. Followers are not passive recipients but active agents who shape organizational outcomes through their behaviors and attitudes. Recognizing the importance of followership shifts the traditional top-down view of leadership to a more collaborative model, emphasizing shared responsibility (Kelley, 1998). Effective followers are characterized by qualities such as initiative, critical thinking, reliability, and the willingness to challenge improper actions constructively.

Research indicates that followers can influence leaders and organizational culture significantly. Baker et al. (2011) highlighted that followers who share leadership roles can enhance the effectiveness of healthcare teams by promoting shared responsibilities, which fosters a collaborative environment that improves patient outcomes. Such shared leadership models underline the importance of followers' engagement and active participation, which can lead to more adaptive and resilient teams.

Kelley’s Model of Effective Followership

Kelley’s model categorizes followers into different types based on their level of engagement and critical thinking. The model identifies five follower styles: isolates, bystanders, participants, activists, and diehards. Participants and activists are considered effective followers because they are engaged, proactive, and demonstrate critical thinking. Conversely, isolates and bystanders tend to be less engaged and less proactive, potentially hindering team progress (Kelley, 1998).

This model emphasizes that followers must be active contributors rather than passive followers. Effective followers challenge leaders thoughtfully, offer constructive feedback, and demonstrate initiative. Conversely, leaders need to recognize these follower styles and adapt their leadership strategies to foster a productive environment where followers can thrive (Bjugstad et al., 2006).

Implications for Developing Leaders and Followers

Understanding followership dynamics enhances leadership development by encouraging leaders to view followers as partners rather than mere subordinates. This perspective encourages leaders to cultivate followers’ intrinsic motivation and critical thinking skills. Training and development programs should focus on fostering effective followership behaviors, such as accountability, initiative, and collaboration.

Developing followers’ capabilities is equally essential. Empowering followers with skills in communication, problem-solving, and decision-making creates a more engaged workforce capable of sharing leadership responsibilities. Leaders who cultivate a culture of shared leadership and followership contribute to more innovative, adaptive, and resilient organizations (Carroll & Levy, 2010).

Conclusion

Effective leadership is a complex process that involves influencing, motivating followers, and fostering effective followership. The integration of Kelley’s model highlights the importance of active, engaged followers who can contribute to organizational success. Recognizing followers as active participants and understanding various followership styles enables leaders to develop more collaborative and adaptive teams. Ultimately, cultivating effective followership alongside leadership promotes organizational resilience, innovation, and sustained performance.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
• Bjugstad, K., Thach, E., & Thompson, K. (2006). A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral & Applied Management, 7(3), 52-71.
• -carroll, B., & Levy, L. (2010). Followers' constructions of leadership: A process of identity creation. Leadership, 6(1), 27-48.
• Kelley, R. E. (1998). In praise of followers. Harvard Business Review, 76(6), 142-148.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
• Baker, S. D., Mathis, C. J., & Stites-Doe, S. (2011). An exploratory study investigating leader and follower characteristics at U.S. healthcare organizations. Journal of Managerial Issues, 23(3), 249-266.
• Ezziane, Z., Maruthappu, M., Gawn, L., Thompson, E. A., Athanasiou, T., & Warren, O. J. (2012). Building effective clinical teams in healthcare. Journal of Health Organization and Management, 26(4), 340-347.
• Additional scholarly references as needed for supporting theories and models.