Chapter 7: Followership.

The role of followers-Why are followers important in the discussion of leadership

● Without followers there would be nobody to lead. 2. There is reciprocal influence between leaders and followers. 3. Most of the qualities that are
important to leadership are also important to followership. 4. The performance of followers, leaders, and the organization all influence each
other. Developing Personal Potential: Developing personal potential is key in becoming an effective followership. You must complete the
transformation from dependence to interdependence. The First Habit is to be proactive in what you do, the second habit is to Begin with the
End in Mind, and always take steps to reach that end. Habit three is to put first things first, which means that if you have something that needs to
be done right away. Than do it.
● Going from independence to effective independence: You must think Win-Win, try to find ways that have positive consequences all around.
Seek first to understand what people are saying, and then seek to be understood. If you understand somebody, they are more likely to understand
you. Then you want to try and reach synergy. The final habit is to “Sharpen the Saw” which means to continually find ways to not only be
productive, but to improve your productivity over time.
Style of Followership
● Critical thinking is independent. Uncritical thinking is dependent.
● Active is individual participates fully in the organization. Passive is characterized by a need for con.
Sources of Follower Power
● Personal sources: Knowledge; Expertise; Effort; Persuasion, Position sources: Visibility; Central location; Flow of information; Network of
relationships
Strategies for Managing Up
● Managing up means when followers find strategies to manage their manager, and use those lessons for future experiences. In order to manage up,
followers must do the following things: Transform the leader-follower relationship by striving to improve their leaders, not just criticizing them.
You can do this by….
● Be a resource for the leader, help the leader be a good leader, build a relationship with the leader View the leader realistically
What followers want?
● Desirable leaders are honest, forward-thinking, inspiring, competent. Desirable followers are honest, cooperative, dependable, and competent.
Feedback
● In order to give proper feedback, a follower must make it timely, it does no good to be late with feedback. Focus on the performance of the
leader, not who the actual person is. Make it specific. Focus on future not past.
Chapter 4-The leader as an individual
● Big 5 Personality Traits: Extroversion: Dominance. Agreeableness: Likeability Empathy. Conscientiousness: Emotional Stability.
Openness to Experience.
● Locus of Control: is the degree to which people believe that they have control over the outcome of events in their lives, as opposed to external
forces beyond their control.
● Authoritarian:is a state of mind or attitude characterized by belief in absolute obedience or submission to one's own authority, as well as the
administration of that belief through the oppression of one's subordinates.
● Values and Attitudes
○ Values are fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an
impact
○ Attitudes is an evaluation either positive or negative, about people, events, or things.
● Theory X- Is negative, people do not want to work. You need to punish or control them
● Theory Y- Positive. People will want to work. Will seek responsibility
● Perception: Halo Effect-in which an observer's overall impression of a person, company, brand, or product influences the observer's feelings and
thoughts about that entity's character or properties. Perceptual defense is a theory that people can protect themselves from perceiving an outside
stimuli that is negative. Projection: When a person has uncomfortable thoughts or feelings, they may project these onto other people, assigning
the thoughts or feelings that they need to repress to a convenient alternative target.
● Attribution Theory
○ Internal attribution says characteristics of the person led to the behavior
○ External attribution says something about the situation caused the person’s behavior.
○ Refers to how people to how people explain the causes of events or behaviors. Distinctiveness-Whether the behavior is unusual for
that person.
○ Consistency: Whether the person being observed has a history of behavior in the same way.
○ Consensus: Whether other people tend to respond to similar situations in the same way.
○ The Fundamental attribution error says people overvalue internal factors, and undervalue external factors.
● Summary of Individual Differences: Personality Di
Chapter 5- Leadership, Mind, and Heart
● Capacity: competent and effective in attributes like processing the information we receive, having good discernment, being able to carry and
execute significant responsibility and being able to endure and excel under heavy demands and pressure. Competence: Knowledge, Skills and
Attitudes; characteristics that deliver competence.
● Mental Models: Beliefs, ideas, images, and verbal descriptions that we consciously or unconsciously form from our experiences and which
(when formed) guide our thoughts and actions within narrow channels.
● Emotional Intelligence: ability to perceive, identify, understand and manage emotions in self and others
● Emotions: Anger, Sadness, Fear, Enjoyment, Love, Surprise, Disgust, Shame. Emotional Intelligence Components: Self-awareness; Self-
management; Social awareness; Empathy; Relationship management
● Developing the leaders mind: Systems thinking: ability to see the synergy of the whole rather than individual elements of a system and to learn
to change whole system patterns. Personal Mastery: vision, reality, creative vision the discipline of personal growth and learning, of mastering
yourself in a way that facilitates your leadership and achieves desired results.
● Leading with love vs Leading with Fear: motivation enabling feeling alive, connected and energized; liking, caring, bliss; helping, listening and
cooperating, builds trust, creativity and enthusiasm. Fear:reduce trust and communication. Bringing Love to Work: Why love instead of fear?
Developing positive emotions; Power of love; Love as motivation; Love as feelings; Finding your bliss; Love as
 ● action. Why followers respond to love: HEART: Hear and understand me. Even if you disagree with me, don’t make me wrong. Acknowledge
the greatness within me. Remember to look for my loving intentions. Tell me the truth with compassion. Fear-based motivation v. Love-based
motivation
Chapter 6: Courage and Moral Leadership
● A recent study shows that 40 percent of fortune 100 companies have engaged in activities that could be considered unethical.
● Leaders usually go wrong when they are openly arrogant and ambitious for personal success. Their followers see it as okay to bend the rules of
basic and standard fairness to achieve personal gain.
● Unethical leader is: Arrogant, deceiving, unfair, blames others, withholds support, breaks agreements. Ethical leader is humble, concerned for
greater good, honest and straightforward, fair, responsible, respectful, encouraging, stands up for what is right.
● In order to act like a moral leader you must hold high moral principles, focus on what is right for the organization and its employees, set good
examples, be honest, drive out fear, establish ethical policies, reward ethical conduct. Do the right thing even if none looking
● Leaders showing a commitment to ethics in talk and behavior is the single most important factor in ethical decision making.
Becoming a Moral Leader
● Level 1: Preconventional: Follows rules to avoid punishment. Acts in own interest, Blind obedience to authority. Level 2: Conventional-Lives up
to expectations of others. Fulfills duties and obligations. Upholds law. Level 3. Post conventional-Follows internalized universal principles of
justice and right. Balances concern for self with concern for others and the common good. Acts in an independent and ethical manner regardless
of expectations of others. Most people operate in the conventional level.
Servant Leadership
● Changing Leader Focus from Self to Others: Stage 1: Control, Authoritarian leader. Obedient subordinates. Stage 2: Participation-Participation
leader. Team players. Stage 3: Stewardship leader, self responsible employees. Stage 4: Servant leader, whole employees. Authoritarian
Management: Leadership style is being used when a leader dictates policies and procedures, decides what goals are to be achieved, and directs
and controls all activities without any meaningful participation by the subordinates. Participative: encourages the involvement of stakeholders at
all levels of an organization in the analysis of problems, development of strategies, and implementation of solutions.
● Stewardship: Reorient toward a partnership assumption. Localize decisions & power to those closest to work/customer. Recognize & reward the
value of labor. Expect core work teams to build the organization.
● Servant Leader 4 Principles: Put service before self-interest. Listen first to affirm others. Inspire trust by being trustworthy. Nourish others &
help them become whole
Leadership Courage:
● Courage: Responsibility; Nonconformity; Status quo; Comfort zone; Asking for what you want & saying what you think; Abilene Paradox: a
group of people collectively decide on a course of action that is counter to the preferences of many (or all) of the individuals in the group. [1][2] It
involves a common breakdown of group communication in which each member mistakenly believes that their own preferences are counter to the
group's and, therefore, does not raise objections. Fighting for what you believe in.
● Finding Personal Courage; Believing in a higher purpose; Draw strength from others; Harness frustration & anger; Develop your skills.
● Stewardship: Supports the belief that leaders are deeply accountable to others as well as to the organization, without trying to control others.