Followership And Leadership This Week You Are Focusing On Th

Followership And Leadershipthis Week You Are Focusing On The Importan

Followership and leadership are fundamental components of organizational dynamics. This week, the focus is on understanding the significance of followership alongside leadership, exploring their roles, interactions, and how they contribute to organizational success. The assignment asks to discuss the role of a follower, examine why followership is often less emphasized than leadership, and reflect on what leaders want from followers and vice versa, highlighting how these expectations differ and why.

Paper For Above instruction

Introduction

The concepts of leadership and followership are critical to understanding organizational behavior and performance. While leadership often receives considerable attention, followership plays an equally vital role in facilitating an organization’s goals. This paper explores the role of followers, investigates the reasons behind the lesser emphasis on followership, and examines the mutual expectations between leaders and followers. These elements collectively shape how organizations function effectively or falter.

The Role of a Follower

Followers are essential agents in organizational systems, responsible for implementing the directives of their leaders while providing feedback that can influence leadership strategies. Followers not only execute tasks but also contribute ideas, support organizational change, and exhibit behaviors that can motivate or demotivate entire teams. According to Kelley (1992), followers actively participate in shaping organizational outcomes through their engagement, critical thinking, and commitment. Effective followers demonstrate initiative, accountability, and a willingness to challenge or support leadership decisions when appropriate. Their role extends beyond mere compliance; they are active participants who influence organizational culture and success.

Why Is Followership Less Emphasized?

Despite its importance, followership often receives less attention than leadership in academic and practical contexts. One reason is society’s traditional focus on leaders as the primary drivers of change and progress. Leadership is typically associated with charisma, vision, and decision-making, traits that attract admiration and media coverage. Conversely, followers are often viewed as passive or reactive, leading to their marginalization in research and organizational focus (Chaleff, 2009). Additionally, leadership development programs tend to prioritize cultivating leaders rather than nurturing followers, reinforcing an imbalance. Organizational structures and cultures also tend to valorize authority, hierarchy, and individual achievement over collective participation and support roles.

What Leaders Want from Followers

Leaders generally desire followers who are competent, committed, and proactive. According to Avolio & Bass (2004), effective followers possess critical thinking skills, emotional resilience, and the willingness to question assumptions constructively. Leaders value followers who are trustworthy, dependable, and align with organizational goals, providing honest feedback and supporting strategic initiatives. Furthermore, leaders appreciate followers who demonstrate initiative, adaptability, and a sense of accountability, enabling more agile and responsive organizational performance (Kelley, 1992). Such followers foster a culture of collaboration and innovation, essential for navigating complex environments.

What Followers Want from Leaders

Followers seek guidance, clear communication, and recognition from their leaders. They desire leaders who are transparent, accessible, and capable of inspiring confidence. As Mintzberg (2004) notes, followers look for direction but also appreciate autonomy and opportunities for personal growth. Trust, consistency, and fairness are crucial attributes that followers expect, enabling them to feel secure and committed. Followers also value supportive leadership that encourages participation, values their input, and provides opportunities for development. A leadership style characterized by empathy and empowerment fosters higher engagement and motivation among followers (George & James, 2020).

Differences and Reasons

The expectations of followers and leaders differ primarily due to their distinct roles within organizations. Leaders are tasked with setting vision, making strategic decisions, and motivating others, often emphasizing authority and influence. Followers, on the other hand, focus on execution, support, and providing constructive feedback. These differences stem from the hierarchical nature of most organizations, influencing how expectations are shaped. Leaders want followers who are reliable and proactive because these qualities facilitate goal achievement, while followers seek supportive and clear guidance to perform effectively. Understanding these differing needs and expectations fosters better organizational cohesion and communication.

Conclusion

In summary, followers play a pivotal role in organizational success, yet they are often undervalued compared to leaders. Recognizing the mutual dependencies between leadership and followership enhances organizational effectiveness. Leaders need proactive, trustworthy followers who can execute strategies and offer insights, while followers require empathetic, empowering leadership that values their contributions. Bridging the gap in emphasis and fostering a balanced appreciation of both roles is essential for creating resilient and adaptive organizations.

References

Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual. Mind Garden.

Chaleff, I. (2009). The Courageous Follower: Standing Up to & for Our Leaders. Berrett-Koehler Publishers.

George, J. M., & James, J. (2020). Empowering followers: Enhancing organizational performance. Journal of Management Development, 39(2), 113-127.

Kelley, R. E. (1992). The Power of Followership: How to Create Leaders People Want to Follow. Doubleday.

Mintzberg, H. (2004). Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development. Berrett-Koehler Publishers.