Unit IV Essay Research: The Kelley Model Of Followership ✓ Solved

Unit IV Essay Research the Kelley Model Of Followership

Research the Kelley model of followership. Write an essay describing how a leader might utilize the Kelley model of followership to assess follower effectiveness, and discuss how this leader might develop this individual into a more effective follower. Be sure to include the following in your paper:

  • Describe the importance of organizational climate and motivation.
  • Describe Kelley’s model of effective followership (moving between roles).
  • Explain how knowledge of effective followership can help one’s leadership perspective.

Your writing should include proper grammar, sentence structure, and writing mechanics. Organization should be logical, clear, and appropriate. Provide strong evidence of critical thinking. Make use of logical transitions. Paragraphs should contain strong topic sentences. Your paper should be at least two pages in length. All sources used must be referenced; paraphrased and quoted material must have accompanying citations in APA format.

Paper For Above Instructions

The Kelley Model of Followership is an essential framework for understanding the dynamics between leaders and their followers in an organizational setting. This model primarily categorizes followers based on their levels of engagement and proactivity. To facilitate effective leadership, it is vital for leaders to assess follower effectiveness using this model, and develop their individuals into more effective followers through tailored strategies that enhance organizational climate and motivation.

Importance of Organizational Climate and Motivation

Organizational climate refers to the shared perceptions and attitudes about the organization’s environment, including the policies, practices, and procedures that impact employee behavior (Schneider et al., 2013). A positive organizational climate fosters motivation, engagement, and productivity among employees. In contrast, a toxic climate can lead to disengaged followers, negatively affecting performance and morale (Kahn, 1990). Motivation, on the other hand, is the internal drive that propels individuals toward achieving goals (Ryan & Deci, 2000). Leaders must recognize that both climate and motivation are interdependent; a motivating climate encourages proactive behaviors in followers and leads to higher job satisfaction and retention rates.

Kelley’s Model of Effective Followership

Kelley’s model identifies five types of followers: the alienated follower, the conformist, the passive follower, the effective follower, and the pragmatic follower (Kelley, 1992). Effective followers are characterized by their ability to think critically, take initiative, and work collaboratively. They are active participants in the organization, often moving between the roles depending on the situation and the leader’s needs. Leaders can utilize Kelley’s model to categorize their followers, which aids in understanding the dynamics of their team's engagement and effectiveness. For instance, an alienated follower may require detailed guidance and support to increase their involvement while effective followers might be given more freedom to innovate and lead projects.

Developing Effective Followers

To develop individuals into more effective followers, leaders should employ strategies that enhance motivation and foster a positive organizational climate. This development starts with open communication, where leaders actively engage with followers to understand their motivations and aspirations (Hackman & Oldham, 1980). By doing this, leaders can tailor their approach to meet individual needs. For instance, providing opportunities for skill development, offering constructive feedback, and acknowledging accomplishments can significantly boost follower morale and engagement.

Leadership Perspective on Effective Followership

Understanding effective followership enhances a leader's perspective in several ways. First, it promotes the realization that leadership is not just about directing but also about empowering followers. Leaders who recognize the value of effective followers are more likely to foster collaboration and trust within their teams (Uhl-Bien, 2006). Moreover, knowing the dynamics of followership allows leaders to identify potential issues early on, such as disengagement or lack of commitment. Addressing these concerns proactively can lead to an overall more effective organizational structure.

Conclusion

In conclusion, the Kelley Model of Followership provides a comprehensive understanding of follower dynamics that leaders can leverage to assess and enhance follower effectiveness. By prioritizing organizational climate and motivation, leaders can develop their followers into active, engaged participants in the workplace. This process of development not only contributes to individual growth but also strengthens the organization as a whole. Ultimately, the insights gained from effective followership can transform a leader's approach, fostering an environment where both leaders and followers thrive collaboratively.

References

  • Hackman, J. R., & Oldham, G. R. (1980). Work Redesign. Addison-Wesley.
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724.
  • Kelley, R. E. (1992). The power of followership: How to create leaders people want to follow and followers who lead themselves. Doubleday/Currency.
  • Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-78.
  • Schneider, B., Ehrhart, M. G., & Macey, W. H. (2013). Organizational climate and culture. Annual Review of Psychology, 64, 361-388.
  • Uhl-Bien, M. (2006). Relational leadership theory: Exploring the dynamics of leadership. In Leaders and Leadership: An Introduction (pp. 123-147).
  • Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
  • Kirkpatrick, S. A., & Locke, E. A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of Applied Psychology, 81(1), 36-51.
  • Bass, B. M. (1990). From transactional to transformational leadership: Learning to leverage difference in people. Organizational Dynamics, 18(3), 19-31.