DEVELOPING CAPABLE FOLLOWERS

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DEVELOPING CAPABLE FOLLOWERS FOR LEADERSHIP AND SENIOR MANAGEMENT ROLES : 

DEVELOPING CAPABLE FOLLOWERS FOR LEADERSHIP AND SENIOR MANAGEMENT ROLES DR ADALAT KHAN President MINA MANAGEMENT INSTITUTE 119- Jalan Kampar, 30250, Ipoh, Perak, Malaysia. TEL: 605-2415722 FAX: 605-2536943 Internet-E-mail: http://www.mina.edu.my E-mail: mina@streamyx.com or dradalat@gmail.com

Slide 2: 

“Good leaders… abandon their ego to the talents of others.” Max DePree American writer

Followers and leaders both orbit around the organization’s purpose; followers do not orbit around the leader! : 

Followers and leaders both orbit around the organization’s purpose; followers do not orbit around the leader!

LEADERSHIP FORMULA : 

LEADERSHIP FORMULA L = f (l, gm, s) This formula means that the leadership process is a functions of the leader, the Group Members (FOLLOWERS) Situational variables. The model states that leadership effectiveness can best be understood by examining its key variables: leader characteristics and traits, leader behavior and style, group member characteristics, and the internal and external environment. The four sets of variables are interrelated, with some linkages stronger than others. An example of a strong link is that leader characteristics and traits affect leader behavior and styles.

WEST POINT THEORY : 

WEST POINT THEORY FOLLOWERSHIP IS THE FIRST STEP TO LEADERSHIP “ABLE LEADERS EMERGE FROM THE RANKS OF ABLE FOLLOWERS.”

Slide 6: 

Ira Chaleff, in The Courageous Follower, notes that the term follower “conjures (creates) up images of docility, conformity, weakness, and failure to excel. Often, none of this is the least bit true. The sooner we move beyond these images and get comfortable with the idea of powerful followers supporting powerful leaders, the sooner we can fully develop and test models for dynamic, self-responsible, synergistic relationships in our organizations.”

Some Astonishing Observations : 

Some Astonishing Observations On average, leaders contribute no more than 20 percent to the success of most organizations Followers are critical to the remaining 80 percent The only time followers follow the leader is when the leader’s orbit and the follower’s orbit are in synch Most people, whatever their title, spend more time working as followers than as leaders (more time reporting to people than having people report to us)

Slide 9: 

QUALITIES OF EXCELLENT FOLLOWERS

QUALITIES OF EXCELLENT FOLLOWERS : 

QUALITIES OF EXCELLENT FOLLOWERS Understand, support, and work for the VISION. Help the leader to succeed. Provide open, honest and accurate information. A positive and CAN-DO attitude. Learning attitude.

The Five Dimensions of the Courageous Follower : 

The Five Dimensions of the Courageous Follower Ira Chaleff introduces the idea of the “courageous” follower: The courage to assume responsibility The courage to serve The courage to challenge The courage to participate in organizational change The courage to leave LET US DEVELOP COURAGEOUS FOLLOWERS!!!

Qualities Followers Expect from Leaders : 

Qualities Followers Expect from Leaders Honesty Forward-looking Inspiring Competent Fair-minded

Exemplary Followers Expect Their Leaders to... : 

Exemplary Followers Expect Their Leaders to... Embrace exceptional followers as partners and co-creators Partnership means sharing information Partners co-create the vision and mission Partners share the risks and the rewards Create environments where exceptional followers flourish Be less a hero and more a hero maker

Types of Followers : 

Types of Followers Pragmatic followers Alienated followers Comformist Passive followers Exceptional followers

Slide 15: 

PRAGMATIST FOLLOWER INDEPENDENT CRITICAL THINKING DEPENDENT UNCRITICAL THINKING PASSIVE PARTICIPATION ACTIVE PARTICIPATION KELLEY’S FOLLOWERSHIP STYLES

Slide 16: 

INDEPENDENT THINKING DEPENDENT THINKING PASSIVE PARTICIPATION ACTIVE PARTICIPATION KELLEY’S FOLLOWERSHIP STYLES

Slide 17: 

INDEPENDENT THINKING DEPENDENT THINKING PASSIVE PARTICIPATION ACTIVE PARTICIPATION KELLEY’S FOLLOWERSHIP STYLES

Slide 18: 

INDEPENDENT THINKING DEPENDENT THINKING PASSIVE PARTICIPATION ACTIVE PARTICIPATION KELLEY’S FOLLOWERSHIP STYLES

Slide 19: 

INDEPENDENT THINKING DEPENDENT THINKING PASSIVE PARTICIPATION ACTIVE PARTICIPATION KELLEY’S FOLLOWERSHIP STYLES PRAGMATIST FOLLOWERS NOT ENGAGED DO NOT MAKE SUBSTATANTIAL CONTRIBUTIONS FOLLOWS THE CORPORATE WIND

Slide 20: 

INDEPENDENT THINKING DEPENDENT THINKING PASSIVE PARTICIPATION ACTIVE PARTICIPATION KELLEY’S FOLLOWERSHIP STYLES

Slide 21: 

PRAGMATIST FOLLOWER INDEPENDENT THINKING DEPENDENT THINKING PASSIVE PARTICIPATION ACTIVE PARTICIPATION KELLEY’S FOLLOWERSHIP STYLES

The Pragmatic Follower : 

The Pragmatic Follower Positive: Keeps things in perspective Plays by the rules and regulations Negative: Plays political games Risk averse and prone to cover their tracks Carries out assignments with middling enthusiasm Believes that: Staying within the rules is important Should try to avoid uncertainty and instability

The Alienated Follower : 

The Alienated Follower Positive: Mavericks who think for themselves Plays the devil’s advocate Negative: Troublesome, cynical Not a team player Believes that: Their leader does not fully recognize or utilize their talents Extreme cases: Saboteur

The Conformist : 

The Conformist Positive: Accepts assignments easily Trusts and commits to the team and the leader Seeks to minimize conflict Negative: Lacks own ideas Unwilling to make unpopular decisions Averse to conflict Believes that: Following the established order is more important than outcomes

The Passive Follower : 

The Passive Follower Positive: Relies on the leader’s judgment and thinking Seldom resists Negative: Just putting in their time, little else Requires an inordinate amount of supervision Believes that: The organization doesn’t want their ideas The leader is going to do what he/she wants anyway

The Exceptional Follower : 

The Exceptional Follower Positive: Contributes above and beyond Seeks to add value and assist others Negative: Highly idealistic; can suffer disillusionment Burnout Believes that: Their contribution is important … even essential

Slide 27: 

10 KEYS FOR GAINING COMMITMENT Reward and Recognition. Provide growth opportunities. Respect and boosting self esteem. Provide vision and get it supported. Mutual commitment- Leader commitment equally important. Empowerment. Hiring the right people. Work-life balance. Provide good working environment. Out of the way help.

Slide 28: 

LET US BE HEROES MAKERS AND NOT HEROES ALL THE TIME

PROPHET MUHAMMAD SAW : 

PROPHET MUHAMMAD SAW “Each of you is a shepherd, and all of you are responsible for your flocks.” (Saheeh Al-Bukhari, Saheeh Muslim)

Any Questions : 

Any Questions ??