Respond To Based On The Overview: Follower Perception

Respond Tobased From The Overview A Follower Perception Is Highly

Respond to... Based from the overview, a follower perception is highly affected by a leader's style. The reason that is, is because some leaders may have different styles for every team member. This happens because some leaders may have a stronger relationship with some team members then with others. The leader has a leader- member exchange(LMX model) how some leaders develop a relationship over time and the quality of the relationship becomes stronger.

One would be able to assess the follower perception of the leadership style by looking at the team performance. Usually, if there is a strong relationship between team leaders and the followers, the team will have a positive team performance. So, if the team was not performing well, it can be due to the leadership style that is being used by that leader. A leader should be able to self analyze the relationship between his or her followers in order to build a better relationship with his or her followers. If the leader cannot step back and self analyze, I would bring in another leader to help me see what I am lacking in the LMX model.

This way it is not only my opinion, but a completely different leaders. I believe this assessment is the best option because one is not only looking from there set of eyes, but they are getting a completely different set of perspectives and at the same time they are able to self analyze. and reflect. A leader should always be trying to develop a great relationship with their followers, because a leader is only as good as his or her team. So, ensuring that the leader has a strong relationship with their team is extremely important to their success. Bennis, W.

G. (1989). On becoming a leader . Reading, MA: Addison-Wesley. Charan, R., Drotter, S., & Noel, J. (2001). The leadership pipeline: How to build the leadership-powered company.

San Francisco, CA: Jossey-Bass. Northouse, P. G. (2007). Leadership: Theory and practice (4th ed.). Thousand Oaks, CA: Sage.

Warrick, D.D. (2016). Leadership: A high impact approach [Electronic version]. Retrieved from Yammarino , F. J., & Dansereau, F. (2002). Individualized leadership.

Journal of Leadership and Organizational Studies, 9(1), 90-99. doi:10.1177/

Paper For Above instruction

The perception of followers towards their leaders is a fundamental aspect of leadership studies, influencing organizational effectiveness and team dynamics. According to the Leader-Member Exchange (LMX) theory, the quality of the relationship between leaders and followers significantly impacts followers’ perceptions, engagement, and performance (Northouse, 2007). Leaders who cultivate high-quality exchanges tend to foster trust, loyalty, and mutual respect, which enhance overall team cohesion and productivity.

Stakeholder perception modeling underscores that followers often gauge their leader’s effectiveness based on direct interactions, communication styles, and perceived fairness. When leaders develop nuanced, individualized relationships with team members, followers tend to view them more positively (Yammarino & Dansereau, 2002). This individualized leadership approach acknowledges each follower's unique needs, preferences, and circumstances, enabling the leader to tailor their behaviors accordingly, thereby strengthening the relational bond.

A practical measure of followers’ perceptions is team performance. High-performing teams generally reflect strong leader-followership relations characterized by trust, appreciation, and clear roles (Warrick, 2016). Conversely, poor team performance might indicate underlying relational issues, such as lack of trust or inadequate communication. Leaders need to examine their own behaviors and relational strategies critically. In case of perceived dissonance between leader perceptions and follower experiences, it is recommended that leaders seek external feedback, potentially from other leaders or coaches, to gain a comprehensive understanding of their relational strengths and weaknesses (Charan, Drotter, & Noel, 2001).

The importance of self-awareness in leadership cannot be overstated. Leaders who reflect proactively on their relational dynamics can identify areas for improvement and adjust their behaviors to better serve their teams. For example, a leader who recognizes that followers perceive them as distant or unapproachable can take deliberate steps to increase visibility, show genuine interest, or demonstrate support. Such efforts often result in increased follower engagement and improved performance metrics.

Empirical studies support that strong leader-follower relationships foster organizational commitment, job satisfaction, and lower turnover rates (Northouse, 2007). Furthermore, investiture in developing relationships through individualized leadership correlates positively with perceptions of fairness and authenticity. These perceptions, in turn, influence followers' motivation to perform and demonstrate organizational citizenship behaviors (Yammarino & Dansereau, 2002).

Effective leaders also understand that their self-perception must align with followers’ perceptions. A disconnect can lead to decreased engagement or even disengagement among team members. Leaders should therefore actively seek feedback, engage in open dialogue, and promote a culture of transparency. When followers perceive their leader as authentic and empathetic, they are more likely to reciprocate with higher levels of effort and commitment.

In conclusion, followers’ perceptions are largely shaped by the leader’s relational behaviors and individualized approach, with the quality of leader-follower exchanges serving as a critical indicator. Leaders who invest in building authentic, personalized relationships demonstrate greater effectiveness, as evidenced by better team performance, increased trust, and higher organizational commitment. Continuous self-awareness and feedback mechanisms are essential tools for leaders striving to align their perceptions with those of their followers, ultimately fostering a positive, productive organizational environment.

References

• Charan, R., Drotter, S., & Noel, J. (2001). The leadership pipeline: How to build the leadership-powered company. Jossey-Bass.
• Northouse, P. G. (2007). Leadership: Theory and practice (4th ed.). Sage Publications.
• Warrick, D. D. (2016). Leadership: A high impact approach. SAGE Publications.
• Yammarino, F. J., & Dansereau, F. (2002). Individualized leadership. Journal of Leadership and Organizational Studies, 9(1), 90-99. doi:10.1177/
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