Strong Leadership and
Strong Followership
Why Both Are Essential in a
Successful Organization
Motivation for this Discussion
• “Managing without a Leader” article in
BYU Magazine, Fall 2005, about Jeff
Nielsen, lecturer in Philosophy at BYU
• Based on his book, The Myth of Leadership:
Creating Leaderless Organizations
• Subsequent discussion with a leader who
voiced his concern
Problems with Leaders in
Organizations
Leader
Followers
• Effective communication
only occurs between
equals
• Secrecy breeds corruption
and abuse of power
• Subordinates are
undervalued—talent and
knowledge are wasted
• It’s unjust
Rank- vs. Peer-based Assumptions
Rank-based Assumptions
• Employees are lazy
• Employees are selfish
• Leaders are heroic
• Leadership command
and control
• Knowledge is at top
• Manipulation
Peer-based Assumptions
• Employees are productive
• Employees are caring
• Each individual is unique
• General input and
participation
• Knowledge at all levels
• Cooperation
His Solution: Do Away with Leaders!
X
Leader
Followers
• Effective communication
only occurs between
equals
• Secrecy breeds corruption
and abuse of power
• Subordinates are
undervalued—talent and
knowledge are wasted
• It’s unjust
His Solution: Do Away with Leaders!
X
Leader
The Perfect Organization!
Followers
In Leaderless Organizations
• Everyone makes contributions based on
talents and experience
• Total energy, creativity, happiness increases
in the organization
• Examples of organizations without leaders
– Orpheus Chamber Orchestra—no conductor
– W.L. Gore and Associates—engineering and
manufacturing
– Motek—software development
Has Nielsen identified real leadership
problems in organizations you know?
Is this the only solution?
Do Leaders Provide Value?
•
•
•
•
•
•
•
•
Provide direction and vision
Serve as an example of acceptable behavior
Establish guidelines, boundaries, policies
Inspire confidence—“We can do it!”
Provide a set of unique leadership skills
Represent/speak for the organization
Provide capital or other resources
Etc., etc.
Perhaps the Problem is NOT
Leadership in General but the
Kind of Leader
“Level 5 Leaders”
(from Jim Collins’ Good to Great)
• Humility—very good at listening to others
• Ability to draw out talents of others
• Self-effacing—give credit to others, focus
attention away from self
• Live modestly, don’t seek
after trappings of power
• Iron will—total focus on
building a great and enduring
organization
Qualities of Admired Leaders
• Bill Zollars, CEO, Yellow Roadway
– “When I first got to Yellow, we were in a bad
state So I spent 85% of my time on the road
talking to people one-on-one or in small
groups. I would start off in the morning with
the sales force, then talk to drivers, and then the
people on the docks. At the end of the day I
would have a customer dinner.”
(Fortune, Dec 12, 2005)
Qualities of Admired Leaders
• Hank Paulson, CEO, Goldman Sachs
– “The things that make a good leader are being openminded, having a willingness to really ask for and
accept advice, showing a sense of humility, and putting
the right people in the right seats.”
– He personally teaches 26, 6-hour sessions on
accountability and leadership to managing directors all
over the world
– “I start these sessions by talking about some of the
mistakes I’ve made and the company has made.”
(Fortune, Dec 2005)
So Maybe a Better Solution:
Have BOTH Strong Leaders and
Strong Followers, but…
• Strong Leaders Who…
–
–
–
–
–
Learn to listen to those who know
Share information widely
Reward those who give valuable feedback
Check the tendency to abuse power
Push decision-making down to lowest levels
possible
• Strong Followers Who…
– Communicate information honestly
– Participate in decision-making processes
– Energetically work to implement decisions
made
– Are honest in use of time and other resources of
the organization
Examples
• Toyota assembly line
• Charles Schwab suggestion process
• JetBlue CEO—work ethic,
compensation and employee
emergency fund
Example of the Church of Jesus
Christ of Latter-day Saints
• Strong top-down leadership
– Level 5 leader (maybe “Level 6”)
– Clear leadership structure
– Clear guidelines and policies
• Strong followership
– Rotating leadership
– Councils to seek input
– Individual member empowerment
Concepts for Leaders
D&C 121—ideal “handbook” for leaders
• Power and influence based not on position but on
principles of righteousness—just treatment of
others
–
–
–
–
–
–
Persuasion
Long-suffering
Gentleness
Meekness (being teachable)
Love unfeigned
Pointed criticism—but showing increased love
• Charity is basis for interaction
Example of King Benjamin
• “…I am like as yourselves, subject to all
manner of infirmities…”
• “…I have been suffered to spend my days in
your service…and have not sought gold nor
silver nor any manner of riches of you.”
• “I have labored with mine own hands that I
might serve you…”
• [In serving you] “I have only been in the
service of God.”
Concepts for Followers
•
•
•
•
•
D&C 121—ideal “handbook” for followers, too
Intention of the restoration of the gospel— “…that
every man might speak in the name of God…” (Not
just reserved for those at the top)
“The worth of souls is great…”
Common consent—commit to sustain each other in
responsibilities
Councils—share ideas, concerns, offers of help
Don’t criticize—besides, you might be the next bishop
or Relief Society president yourself!
Conclusions
• We don’t need to do away with leaders—we
just need more “Level 5 Leaders”
• We also need “Level 5” followers
• Attributes for both are humility, ability to
listen, integrity, charity—all found in “The
Lord’s Leadership Guide” (D&C 121 and
other scriptures)