Research And Practice Of Leadership Focuses On The Leader

The Research And Practice Of Leadership Focuses On The Leader While Th

The research and practice of leadership focuses on the leader while the role of the follower is often neglected. Using the overview provided in this week’s lecture and readings, how do follower perceptions affect a leader’s style? How might you best assess follower perceptions of your leadership style? What can/should a leader do when the perceptions of the followers are not aligned with the leader’s self-perceptions? Why do you believe this assessment method to be the best option?

Paper For Above instruction

The dynamics of leadership have traditionally centered around the qualities, behaviors, and strategies of the leader. However, contemporary leadership theories increasingly recognize the pivotal role of followers in shaping leadership effectiveness. Follower perceptions significantly influence a leader’s style, as these perceptions can reinforce or challenge a leader’s approach and ultimately impact organizational outcomes (Kelley, 1992). Leaders often adapt their behaviors based on how followers interpret their actions, which can either foster positive engagement or lead to misunderstandings and resistance.

Follower perceptions serve as a critical feedback loop, informing the leader’s understanding of their effectiveness and guiding subsequent behaviors (Bass & Bass, 2008). For instance, if followers perceive a leader as supportive and competent, the leader may be encouraged to adopt a transformational style that motivates and empowers followers. Conversely, if followers see the leader as authoritarian or disconnected, the leader might shift towards a more directive approach, or may need to address underlying issues affecting perceptions. These perceptions affect not only the immediate interpersonal dynamics but also influence long-term trust, commitment, and organizational culture.

Assessing follower perceptions accurately is vital for effective leadership. One of the most comprehensive methods involves 360-degree feedback evaluations, which solicit input from followers, peers, supervisors, and sometimes self-assessment. This multi-source feedback provides a holistic view of the leader’s strengths and areas for development (London & Smither, 1995). To specifically assess follower perceptions, anonymous surveys and structured interviews are practical tools. These methods encourage honest and open feedback, reducing social desirability bias and fear of repercussions.

When perceptions do not align with a leader’s self-view, it is critical for the leader to engage in reflective practices and open dialogue. Leaders should seek to understand the reasons behind divergent perceptions through active listening and empathy, and then adjust their behaviors if necessary. For example, a leader who perceives themselves as approachable but receives feedback indicating perceived aloofness should explore communication strategies and increase interpersonal engagement. This alignment process enhances trust and clarifies expectations, ultimately fostering a more effective leadership style.

The justification for using 360-degree feedback coupled with anonymous surveys and interviews as the primary assessment method lies in its ability to provide multidimensional insights into a leader’s impact from the perspective of those directly affected — the followers. This approach promotes self-awareness and growth, as it confronts leaders with authentic perceptions that might be otherwise difficult to access (Atwater & Brett, 2006). Additionally, anonymity encourages honesty, which is crucial when perceptions are critical for development (Brutus, 2013).

In conclusion, follower perceptions play an integral role in shaping and refining leadership styles. Effective assessment methods, such as 360-degree feedback and anonymous surveys, enable leaders to gain valuable insights into how their behaviors are interpreted and received. Leaders must address discrepancies between perceptions to foster trust and authenticity, ultimately enhancing their leadership effectiveness. Embracing these feedback mechanisms is essential for adaptive and transformational leadership in today's complex organizational environments.

References

• Atwater, L., & Brett, J. (2006). Feedback research: The state of the science. Consulting Psychology Journal: Practice and Research, 58(2), 105-110.
• Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications (4th ed.). Free Press.
• Brutus, S. (2013). Feedback, Self-Awareness, and Leadership Development. Journal of Leadership & Organizational Studies, 20(3), 240-253.
• Kelley, R. E. (1992). The power of followership: How to create leaders people want to follow, and followers who lead themselves. Doubleday/Currency.
• London, M., & Smither, J. W. (1995). Feedback orientation: Measurement issues and research directions. Journal of Organizational Behavior, 16(5), 459-475.
• Robinson, S., & Judge, T. (2019). Organizational Behavior (17th ed.). Pearson.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.
• Graen, G., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of Leader–member Exchange (LMX) theory of leadership. Leadership Quarterly, 6(2), 219-247.