On followership, states that an article by Robert Kelley in 1988 in the Harv ard Business Rev iew was the path-breaking work recognizing the important role of followership in the success of an organization. Kelley, In Praise ofFollowers, HARV. REV., Nov./Dec. 1988, at 142. Nov 5, 2012 - (2007). Followership: The Power that Makes Leaders. Fact, research by Professor Robert Kelley at Carnegie. Mellon University.
The Power of Followership Conclusion 'Followership is the ability of individuals to follow the instructions of their superior to achieve organizational goals' (Schindler, 2014, p.1). Considerations Organisational Success (Kelley, 1992) - Followership complements leadership. Followership is acting properly and well in a given situation. It is doing and saying what the situation dictates. The degree to which we participate, the excellence we contribute, the attitude we experience are part of any followership. (Chaleff, 2009) (Kellerman, 2007) (Riggio, Chaleff and Lipman-Blumen, 2008) (Hamlin, 2016) (Agho, 2009) (Lapierre & Carsten, 2014) (Schindler, 2014) (McCallum, 2013) (Kelley, 1988) References. Agho, A.
Perspectives of Senior-Level Executives on Effective Followership and Leadership. Journal of Leadership & Organizational Studies, 16(2), pp.159-166. Chaleff, I. The courageous follower. San Francisco: Berrett-Koehler. Embracing followership. US: Kirkdale Press.
Hurwitz, M. And Hurwitz, S. Leadership is half the story. US: University of Toronto Press. Kellerman, B. What Every Leader Needs to Know About Followers.
online Harvard Business Review. Available at: Accessed 10 May 2017. In Praise of Followers. online Harvard Business Review. Available at: Accessed 10 May 2017. The power of followership. New York: Doubleday Business.
Lapierre, L. And Carsten, M.
United Kingdom: Emerald Group Publishing. McCallum, J. Followership: The other side of Leadership. online Ivey business journal. Available at: Accessed 10 May 2017. Riggio, R., Chaleff, I. And Lipman-Blumen, J.
The Art of Followership. Schindler, J. New York: Business Expert Press.
Followers and Followership AGED 3153 Thought for the day “A river without a bank is a large puddle.” Ken Blanchard Why is it important to discuss followers? Individuals shift in and out of leader and follower roles Everyone is a follower at one time or another Leaders are influenced by actions, attitudes and skills of followers Leaders must adjust style to the situation, including followers (contingency theories) Why discuss cont.
Northouse’s definition requires reciprocity and the mutual exchange of influence. Followers require many of the same qualities as leaders Performance of followers, leaders and the organization depend on one another. Trend toward empowerment of team members Example US Navy study found that outstanding ships were those staffed by followers who supported leader but also took initiative and did not avoid raising issues or concerns Commander Michael Abrashoff of USS Benfold said “the highest boss should be the sailor who does the work – not the person with the most stripes.
Whiteside, D.E. (1985) Follower treatment Grassroots Leadership Video Styles of Followership Robert E. Kelley (1992) Describes 5 styles of followership: – Alienated – Effective – Passive – Conformist – Pragmatic Survivor Styles cont. Styles categorized according to two dimensions: – Critical vs. Dependent thinking – Passive vs.