BBA 3651 Leadership 1 Course Learning Outcomes For Un 890970

Bba 3651 Leadership 1course Learning Outcomes For Unit Iv

Analyze various aspects of effective leadership, including influence, follower motivation, and effective followership. Apply Kelley’s model of effective followership and explain how knowledge of effective followership can foster the development of effective leaders and followers. Access resources via the CSU Online Library, focusing on articles that explore the shared leadership role between followers and leaders, teamwork in healthcare, followership models, and matching followership styles to leadership styles.

Use the CSU Online Library's Business Source Complete and ABI/INFORM Collection databases to locate relevant full-text PDF articles. Review specific pages that discuss how followers share leadership roles, teamwork creation in healthcare, and models for matching followership and leadership styles. These readings provide theoretical frameworks and practical applications to enhance understanding of effective followership in leadership contexts.

Paper For Above instruction

Effective leadership is fundamentally rooted in understanding the complex dynamics of influence, motivation, and followership. Traditional views often focused primarily on leaders themselves; however, contemporary leadership theories increasingly acknowledge the pivotal role that followers play in shaping organizational outcomes. The exploration of effective followership, especially through models like Kelley’s, provides a nuanced perspective that emphasizes the bidirectional influence between leaders and followers.

Influence in leadership extends beyond mere authority; it encapsulates the ability to inspire, motivate, and guide others toward shared objectives. Followers’ motivation significantly impacts organizational effectiveness, as motivated followers are more engaged, committed, and proactive. Effective followership is characterized by qualities such as critical thinking, active engagement, and constructive feedback, which contribute to a healthy leader-follower relationship. Recognizing these traits allows leaders to foster a supportive environment conducive to mutual growth and success.

Critical to understanding effective followership is Kelley’s model, which categorizes followers based on their levels of engagement and critical thinking. The model distinguishes between "sheep," "yes-people," "survivors," and "effective followers" — each with unique traits and potential contributions. Effective followers demonstrate qualities of independence, accountability, and the capacity to challenge and support their leaders constructively. Applying this model enables organizations to develop individuals who are not merely compliant but are active partners in leadership processes, ultimately enhancing organizational resilience and adaptiveness.

Research findings underscore the importance of fostering effective followership within healthcare organizations, where teamwork and shared leadership are critical. Baker, Mathis, and Stites-Doe (2011) propose that followers can share leadership roles, supported by transformational leadership and active followership practices. Their study highlights that healthcare employees who understand their roles as active contributors rather than passive subordinates can influence positive change and improve patient outcomes. The recognition of shared leadership in healthcare aligns with the broader movement toward flatter organizational structures, which emphasize collaboration and collective responsibility.

Building on this understanding, other scholars emphasize the role of followership within team dynamics. Ezziane et al. (2012) explore how effective teamwork in healthcare depends on the complementary roles of leaders and followers. They stress that followers who understand their responsibilities and are empowered to participate actively enhance team cohesion and performance. Their insights suggest that training programs and organizational culture should prioritize developing both leadership and followership skills, promoting shared accountability and mutual respect.

The theoretical landscape is further enriched by models that match followership styles with leadership approaches, providing practical guidance for organizational development. Bjugstad, Thach, and Thompson (2006) propose a model that maps different followership styles to appropriate leadership strategies, facilitating better communication and collaboration. This model illustrates the importance of context-sensitive leadership, where understanding individual followership styles can inform tailored leadership interventions. Such adaptive strategies are especially relevant in complex healthcare settings, where interdisciplinary teams must function cohesively amidst evolving challenges.

In conclusion, the contemporary understanding of effective leadership encompasses the critical examination of followership roles and styles. The integration of theoretical models like Kelley’s and matching frameworks enhances the capacity of leaders to cultivate engaged followers who can share leadership responsibilities. In healthcare, this paradigm shift toward shared leadership and active followership promises improved team performance, patient safety, and organizational agility. Developing these competencies requires deliberate educational and organizational strategies that promote active participation, critical thinking, and mutual influence among leaders and followers.

References

• 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.
• 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), 99-113.
• 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), 346-356.
• Karau, S. J., & Kelly, K. (2002). The influence of group size on social loafing and social striving. Journal of Applied Psychology, 87(4), 741-749.
• Kelley, R. E. (1988). In Praise of Followers. Harvard Business Review, 66(6), 142–148.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Russell, R. F., & Stone, A. G. (2002). Leader-member exchange, leadership styles, and follower attributes. The Leadership Quarterly, 13(2), 259-274.
• Whitney, D., & Trosten-Bloom, A. (2010). The Power of Appreciative Inquiry: A Practical Guide to Positive Change. Berrett-Koehler Publishers.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson Higher Ed.
• Zaccaro, S. J., Rittman, A. L., & Avolio, B. J. (2002). Leadership for organizational change: The role of leader flexibility and leadership development. The Leadership Quarterly, 13(4), 491-523.