In Your Opinion Does The Way A Person Follows A Leader Affec

1 In Your Opinion Does The Way A Person Follows A Leader Affect The

In your opinion, does the way a person follows a leader affect the way that person leads others? Why, or why not? Share an example to support your response. Consider a movie or clip that illustrates a good or bad leader and follower; if you find a video clip that is clean, consider sharing it and explaining it in your discussion.

One of your closest friends, Pat, has been recently promoted to vice president of Company XYZ. Company XYZ is a thriving company that is known for being focused on task management. Pat has always found this practice unsettling and wants to change the culture of Company XYZ. Pat is well-liked and respected by peers.

The company has seen tremendous growth over the years, but the past two years have been trending downward. A recent employee survey has caught Pat’s attention. The survey polled employee job satisfaction and leadership satisfaction. The employee satisfaction rating was, on average, 5 out of 10, and the leadership satisfaction rating was 4 out of 10 on average. The scores have other members of management puzzled, but Pat believes that increasing these ratings could turn things around.

Company XYZ’s yearly leadership conference is a month away, and Pat has been asked to speak on achieving organizational objectives. Pat knows that you have recently enrolled in a management course and wants to hear a fresh perspective. You will see Pat next week, and you have been given a list of things to consider prior to the meeting: What are some characteristics of a successful leader of an organization, division, or department? What do followers expect from a leader? What do leaders expect from followers? Identify a strategy to increase the leadership satisfaction rating. Identify a strategy to increase the employee satisfaction rating. Pat wants to read over your suggestions prior to the meeting and wants a document that is a minimum of two pages addressing these questions. Be sure your submission is double-spaced and includes a title and reference page. Use your textbook and at least two additional scholarly sources to support your answer. All sources cited must be in APA format and listed in an accompanying reference page.

Paper For Above instruction

Effective leadership and followership are interconnected facets that significantly influence organizational success. The manner in which individuals follow their leaders can profoundly impact their own leadership behaviors and the overall organizational climate. This paper explores whether the way a person follows a leader affects their approach to leading others, examines qualities of successful organizational leaders, and proposes strategies to enhance leadership and employee satisfaction at Company XYZ.

Does the way a person follows a leader influence their own leadership style?

Yes, the way a person follows a leader can influence their leadership approach. Followers often model behaviors observed in their leaders, such as communication styles, ethical standards, and decision-making processes (Kelley, 1998). When followers adopt a passive or overly compliant stance, they may develop a subordinate leadership style characterized by minimal initiative. Conversely, if followers are engaged and proactive, they tend to develop a more participative leadership style, contributing positively to organizational dynamics. An illustrative example can be drawn from the film "Remember the Titans" (2000), where the coach’s inclusive and motivating leadership style fosters a unified team. The players, observing the coach’s fairness, dedication, and adaptability, tend to emulate these qualities, leading to cohesive team leadership on and off the field.

Furthermore, the follower's perception of their leader influences their motivation and engagement, which in turn affects how they exhibit leadership behaviors within their roles. This dynamic underscores the importance of leadership style in shaping followership and, subsequently, future leadership development (Bass & Bass, 2008).

Characteristics of successful organizational leaders

Effective organizational leaders possess several key characteristics. These include emotional intelligence, strategic vision, integrity, adaptability, and excellent communication skills (Goleman, 1990). Emotional intelligence enables leaders to understand and manage their own emotions while empathizing with others, fostering a positive work environment. Strategic vision provides focus and direction, aligning team efforts with organizational goals. Integrity builds trust and credibility, essential for motivating followers. Adaptability allows leaders to navigate change and uncertainty effectively (Northouse, 2018). Excellent communication ensures clarity, fosters transparency, and facilitates feedback, which collectively contribute to successful leadership at various organizational levels.

What do followers expect from leaders?

Followers generally expect leaders to be trustworthy, competent, and supportive. They seek clarity of direction, consistent behavior, and recognition of their contributions (Liden et al., 2004). Followers also desire leaders who demonstrate empathy, provide growth opportunities, and communicate openly. According to Bass (1999), followers value transformational leaders who inspire and motivate, fostering a sense of purpose and commitment. Leaders who listen to followers’ concerns and act with fairness tend to foster higher levels of trust and engagement.

What do leaders expect from followers?

Leaders expect followers to demonstrate commitment, accountability, and initiative. They seek followers who are reliable, proactive, and capable of providing constructive feedback (Kouzes & Posner, 2017). Leaders rely on followers to support organizational objectives and implement strategies effectively. Furthermore, followers’ willingness to learn, adapt, and collaborate is crucial for achieving shared goals. Mutual respect and open communication are foundations for a productive leader-follower relationship, where both parties contribute to organizational success (Northouse, 2018).

Strategies to increase leadership and employee satisfaction

Increasing leadership satisfaction

To enhance leadership satisfaction at Company XYZ, it is essential to cultivate a leadership culture rooted in transformational practices. Training programs focused on emotional intelligence, ethical decision-making, and strategic thinking can empower leaders to inspire and motivate their teams (Avolio & Bass, 2004). Regular feedback mechanisms, such as 360-degree evaluations, enable leaders to identify areas for growth and reinforce strengths. Additionally, promoting a collaborative decision-making environment helps leaders feel supported and valued, thus increasing their satisfaction and engagement (Liden et al.,2004).

Increasing employee satisfaction

Addressing employee satisfaction requires fostering a positive organizational climate centered on recognition, professional development, and involvement. Implementing flexible work policies and recognizing individual and team achievements can boost morale (Deci & Ryan, 2000). Creating opportunities for employees to participate in decision-making processes increases their sense of ownership and commitment. Leaders should also prioritize transparent communication and provide resources for skill development, which enhances job satisfaction and reduces turnover (Herzberg, 1966). These strategies can help reverse the downward trend and promote a more engaged and satisfied workforce.

Conclusion

The relationship between followers and leaders is reciprocal, where the manner of followership influences leadership development, and effective leadership fosters a productive organizational culture. By understanding the characteristics valued in leadership, aligning follower expectations, and implementing targeted strategies to boost satisfaction, Company XYZ can turn its recent decline into growth. Cultivating transformational leadership practices and fostering a participative environment are key to revitalizing employee and leadership satisfaction, driving organizational success in a competitive landscape.

References

• Avolio, B. J., & Bass, B. M. (2004). Multifactor leadership questionnaire manual. Mind Garden.
• Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
• Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications. Simon and Schuster.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Goleman, D. (1990). Emotional intelligence. Bantam Books.
• Herzberg, F. (1966). Work and the nature of man. World Publishing Company.
• Kelley, R. E. (1998). The power of followership: How to create leaders people want to follow, and followers who lead themselves. Crown Business.
• Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. John Wiley & Sons.
• Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2004). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 16(3), 261-295.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). SAGE Publications.