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A New Leadership-Followership Paradigm
Transcript of A New Leadership-Followership Paradigm
A Christian and Scholarly Perspective
presented by Emily Belsey, Jen Gaines, Barbara Wiltsey, and Ann Youssef
The Art of Followership
Three Perspectives on Followership
Jon P. Howell and Maria J. Mendez
Followership Paradigm-A New Leadership
by Ernest Stech
The Leadership-Followership State Paradigm
Focused leaders exhibit strength:
physically-idea of a 'warrior', strength to dominate
Are people born leaders or learn from early age?
Connotation of synonyms for follower:
lesser beings, doomed to follower status
Yes - People
Rethinking Followership: factors that influence followership
Role of the follower
Language of followership
1. Class split into two groups
2. Empty your pockets/purses of loose coins
3. As a team, create a logo that represents all of you
4. May also use: notebook paper, pens etc.
5. You have 4 minutes
You will receive a card with an X or an O
X = Leader, O = Follower
Based on the material you just learned, be a good "leader" or "follower"
Cooperation & Mutual Influence
Demonstrate job knowledge & competence.
Defend and support the leader in front of others.
Wisely influence the leader to avoid mistakes.
Willing to participate in necessary organizational changes.
Seek to fit in the dominant flow of events in the organization.
Carry out orders blindly.
Maintain documents to protect themselves if something goes wrong.
Avoid disagreeing with powerful individuals.
Upwardly Mobile Knowledge Worker
Offer little to their leader-follower relationship.
Misuse the organization's resources.
Get attached to powerful org. members to gain power.
Are independent of their leaders.
Are more educated and trained.
Are self-determent and self-directed.
Are equipped to solve work problems.
"...to ensure continuity, leaders should exhibit loyalty... followers...should be dedicated and trustworthy [to the organization]" (Riggio p. 46).
The Leadership-Followership Organizational Paradigm
Leader(ship) or follower(ship):
1. denote a state or condition
2. showing, embodying, exhibiting a quality or state
A leader and follower may change places, not roles, freeing subordinates from being "pinned in an inferior place for all time"
Courageous follower model shows that followers and leaders serve a common purpose (Chaleff 2009)
Potential to be in leadership state at some point encouraging team work.
Assumption is that subordinates (followers) lack experience, education, skills, and more.
Chaleff, Ira. (2009). The courageous followerer model.
Retrieved March 23, 2014.
Riggio, R.E., Chaleff, I, & Lipman-Blumen, J. (2008). The art of followership: how great followers create great leaders and organizations. San Francisco: Jossey-Bass.
http://www.teambuildingactivity.com/lesson-plans/followership-lesson/. Retrieved March 27, 2014.
Response-able vs. Responsible
Disciple vs. Discipline
There are no leaders who are not followers nor followers who are not leaders - both need to learn
Followership is essentially a learning function - learning from the leader
learning what needs to be said
learning how to say it in ways others can understand
learning what is called for in a given situation
How this is done:
Follower lets the leader know what they need to learn
Working together with respect
1. Ethical and Moral
2. Doing the "First Thing" first
Doing the right thing for the right reasons
Virtues - practices that must be learned
3. Mentoring/Mimetic - followers learn to think like the leader
An industrial word in post-industrial times
Industrial - subordination, submissiveness, passivity, lacking responsible judgement, willingness to allow others to control their lives and activities
Post-industrial - active, intelligent, influential, responsible, involved
*How do we redefine the word "followers"?
Popular movements over the past three decades don't preach followership or encourage people to be followers.
Collaborative leadership - an influence relationship among leaders and collaborators who intend significant changes that reflect their mutual interests
"Power to the people" is not a typical CEO way of viewing followers.
- “Depending on the situation, and what is being called for, response-able attitude could be one of prayer, speculation, wonder, sympathy, planning implementing, laughing, sharing, and so on.”
- "...followers need leaders to help them follow what leaders themselves are following." (p. 23)
shared calling - to create the world responsibly
Lack personal identity and seek to establish it from the leader.
Tend to adopt unethical behavior to maintain their leaders identity.
Leaders and followers shifting roles when necessary.