Followership As A Role

Getting StartedSpeaking out from the crowd

Warren Bennis (2007) observed that leaders, followers, and a common goal are inseparable, and the leadership process is grounded in the follower-leader relationship. The leadership academy as well as the vast majority of research conducted in the field of organizational leadership, until recent years, has been considered to be “leader-centric,” meaning focused far more on the role of leaders and their achievements and/or failures than on the value of actively engaged and supportive followers. Riggio (2014) argued for a better understanding of how leaders and followers “co-produce” leadership. Co-creating leadership between leaders and followers holds the promise of many positive results, from better meeting organizational goals to fostering greater engagement among stakeholders.

As we have learned through an examination of Chaleff’s courageous follower dimensions and follower types, the role of an effective follower requires the support of the leader and, at times, a constructive challenge to the leader. The failure of the follower to exercise courage to speak truth to power, or to intelligently dissent with those who make very poor or unethical decisions that threaten the well-being of the organization, means that such followers share in the responsibility for whatever consequences the organization may suffer.

For this discussion forum, begin by reading the To Follow or Not to Follow(new tab) chapter about Sam Stokes (Page 171-177). Then, identify a publicly known example whereby a follower(s) exercised assertiveness or even courage by speaking up when the leader(s) were behaving badly or unethically. Such case studies may be based upon news stories, articles, or other publicity that may be cited in your work. Higher profile examples of this include Enron, Volkswagen, and Lehman Brothers (no, please do not choose one of these three examples).

Instructions (PDF document)

1. Read/review the assigned Same Stokes case study (embedded link)(new tab) .

2. dentify a publicly known example whereby a follower(s) exercised assertiveness or even courage by speaking up when the leader(s) were behaving badly or unethically. Such case studies may be based upon news stories, articles, or other publicity that may be cited in the group’s work. Higher profile examples of this include Enron, Volkswagen, and Lehman Brothers (no, please do not choose one of these three examples).

3. Post your initial posting (250-300 words)

Getting Started

Warren Bennis (2007) observed that

leaders, followers, and a

common goal are inseparable, and the leadership process is

grounded in the follower

–

leader relationship. The leadership

academy as well as the vast majority of research conducted in the

field of organizational leadership, until r

ecent years, has been

considered to be “leader

–

centric,” meaning focused far more on

the role of leaders and their achievements and/or failures than on

the value of actively engaged and supportive followers. Riggio

(2014) argued for a better understanding

of how leaders and

followers “co

–

produce” leadership. Co

–

creating leadership between

leaders and followers holds the promise of many positive results,

from better meeting organizational goals to fostering greater

engagement among stakeholders.

As we have l

earned through an examination of Chaleff’s

courageous follower dimensions and follower types, the role of an

effective follower requires the support of the leader and, at times,

a constructive challenge to the leader. The failure of the follower to

exercis

e courage to speak truth to power, or to intelligently dissent

with those who make very poor or unethical decisions that

threaten the well

–

being of the organization, means that such

Getting Started

Warren Bennis (2007) observed that leaders, followers, and a

common goal are inseparable, and the leadership process is

grounded in the follower-leader relationship. The leadership

academy as well as the vast majority of research conducted in the

field of organizational leadership, until recent years, has been

considered to be “leader-centric,” meaning focused far more on

the role of leaders and their achievements and/or failures than on

the value of actively engaged and supportive followers. Riggio

(2014) argued for a better understanding of how leaders and

followers “co-produce” leadership. Co-creating leadership between

leaders and followers holds the promise of many positive results,

from better meeting organizational goals to fostering greater

engagement among stakeholders.

As we have learned through an examination of Chaleff’s

courageous follower dimensions and follower types, the role of an

effective follower requires the support of the leader and, at times,

a constructive challenge to the leader. The failure of the follower to

exercise courage to speak truth to power, or to intelligently dissent

with those who make very poor or unethical decisions that

threaten the well-being of the organization, means that such

Getting Going Speaking up from the audience

According to Warren Bennis (2007), leaders, followers, and a common objective are inseparable, and the leadership process is based on the follower-leader connection. Until recently, the leadership academy, as well as the vast majority of research conducted in the field of organizational leadership, was thought to be “leader-centric,” focusing far more on the role of leaders and their accomplishments and/or failures than on the value of actively engaged and supportive followers. Riggio (2014) claimed that we need to learn more about how leaders and followers “co-produce” leadership. Co-creating leadership between leaders and followers provides the possibility of numerous positive outcomes, ranging from better accomplishing organizational goals to promoting stronger stakeholder participation.

As we discovered during our investigation