Lesson 5
Leaders and Followers
1
Purpose
• to define leadership and followership
• to establish the appropriate use of power
• to describe three assumptions about leaders and
followers
• to present a new view of leadership
2
Who is a Leader?
3
Who is a Leader?
• The word “leader” literally means “the one
who walks ahead.”
• The leader is the one you follow.
4
Definitions
leader – one who pursues a particular direction
and influences others to move toward it
follower – one who is influenced by another to
pursue a particular direction
5
What is Power?
6
There Are Two Types of Power
Power to Capacity to accomplish a task
Power over Hierarchical influence over
another person’s actions
7
The Captain of a Sailboat
8
Motivation for Use of Power
Self-focused - focus solely on oneself
Servant leadership - serve a cause greater than one
self
9
Self-Focused Leadership
Characterized by –
• behaviors to “please the boss”
• motivation of followers: rewards and
punishments
• manipulation and deception
• other wrongdoing
• the person over the organization
.
10
Servant Leadership
Characterized by –
• behaviors based upon “merit”
• motivation of followers by inspiring them to
serve a greater cause, rewards and
punishments
• nurturing and mentoring of followers
• behaviors which are right
• the organization over the person
11
Types of Power Used
Type of Power Used
------Motivation-----Self-Focused
Servant
Power as Capacity
Yes
Yes
Hierarchical Power
Yes
Yes
12
Appropriate Use of Power
------Motivation------
Appropriate Use
of Power
Self-Focused
Servant
No
Yes
13
Leaders’ Appropriate
Use of Power
• to achieve the organization’s vision and purpose
• to create the environment where followers freely
choose to pursue the vision
• to increase “power as capacity” for the leaders
themselves and the organizations members
• to share power, while maintaining hierarchical
authority
• to use hierarchical power to serve the organization
and its members, not themselves
14
Three Assumptions About Followers
15
Assumption # 1
1. People want to lead
–
People have always organized around leaders:
• Tribal Chiefs
• Kings
• Appointed Leaders
• Elected Officers.
–
A leaderless group is a mob. Few people will choose
anarchy over stability and predictability.
16
Assumption # 2
1. People want to contribute.
– We have a basic need to be valued for our
contribution.
– Who goes home at night and says, “Honey, I had
a great day. I screwed up the new product
launch?”
17
Assumption # 3
1. People want to be respected.
– We are taught from childhood that:
“All People are Created Equal” and that
we all have the same basic rights.
– How do people respond to an act of respect?
How about one of disrespect?
18
Leader-Follower Relationships
Face-to-Face
Distant
Has Hierarchical
Power
Parents,
Teachers,
Boss
Grandparents,
Principal,
Boss’s Boss
Has No Formal
Authority
Friends, Siblings,
Co-workers,
Casual
Acquaintances
Sports Heroes,
Authors, Film
makers, World
Leaders, Celebrities
19
Leaders and Followers
Quiz
Who are more likely to?
Characteristics
Leaders
Followers
Believe in a vision
Have skills and
abilities
Have freedom of
choice
Take responsibility
Hold themselves
accountable
20
Same
Leaders and Followers
• We typically think that leaders are more
likely to exhibit these characteristics.
• Actually, both leaders and followers have the
potential to exhibit them.
21
A follower’s attitude toward a leader’s
direction can vary, thereby influencing
their behavior.
22
Followers’ Attitudes Toward a Direction
•
Apathy Neither for nor against the direction. No interest or energy. Does what
requires the least effort or discomfort.
•
Noncompliance Does not see the benefits of the direction. Will not do what is
expected.
•
Grudging Compliance Does not see the benefits of the direction, but fears the
consequences of not following the direction. Does the minimum necessary and
voices disapproval along the way. May act maliciously by following the letter but
not the spirit of law.
•
Genuine Compliance Sees the benefits of the direction. Does everything
expected and more.
•
Commitment Wants it. Feels an ownership in the result. Will make it happen.
23
What Determines Who Leads?
Traditional View
– Position or Rank
24
What Determines Who Leads?
New View
– Position or Rank
– Knowledge
– Skills
– Capacity
– Situation
25
Who Leads?
• With the definition of leadership as the “act of
influencing others to follow a particular direction”,
then:
– Everyone is a leader.
• Since we listen to and where appropriate are
influenced by the opinions of others, it follows that:
– Everyone is a follower.
26
Who is a Leader?
Traditional View
New View
•Leaders lead
•Everyone-a-leader
•Followers follow
•Everyone-a-follower
27
Characteristics of
The New View
• Leaders and Followers:
– are servants to the organization’s purpose and values
– hold themselves responsible and accountable for their behaviors
– do not assume that they or the other party are automatically “Right” or
know the “Truth”
– don’t inherently see others in a one-down or one-up position
– think through the merits of decisions rather than make them for either
self-focused or bureaucratic reasons.
28
Characteristics of
The New View
• Leaders:
– retain hierarchical power
– when delegating, relinquish “power as control” to expand “power as
capacity”
– are willing to be challenged and accept the possibility that they might
be wrong
– are willing to follow.
29
Characteristics of
The New View
• Followers:
– have the courage to challenge leaders
– have a duty to obey leaders when doing so is not morally undermining
or repugnant
– have a duty to disobey when they do
– are willing to lead.
30
New View
Conclusions
• Servant leadership is critical to this orientation.
• Self-focused leadership and servant leadership are two ends of a spectrum.
• Many people have the potential to move up the spectrum toward greater
servant leadership.
• Some, however, are so egocentric that they will never become servant
leaders.
• To create this orientation, self-focused leaders – particularly those at the
highest levels – must leave the organization.
31
Implications for Leaders
• Servant leadership is critical to creating exceptional organizations.
• Leaders must have this motivation or must develop it.
• The everyone-a-leader and everyone-a-follower orientation best meets the
needs of the organization and its members.
• Leaders must first adapt this orientation before expecting others to do so.
• This orientation is an essential aspect of exceptional organizations.
32
Summary
• A leader - influences others to follow a direction
• A follower – is influenced to follow a direction
• There are two types of power – “power to” and “power over”
• Organizations need servant leaders, not self-focused leaders
• People want to be lead, to make a contribution and to be respected
• Follower attitudes toward a leader’s direction are: apathy, non-compliance,
grudging compliance, genuine compliance and commitment.
• Everyone-a-leader and Everyone-a-follower is key orientation of
exceptional organizations
33
Bibliography
Chaleff, Ira. The Courageous Follower. San Francisco:
Berrett-Koehler Publishers, 1995.
Gosa, James (Jake). Unpublihsed Presentation Notes, 1997 .
Senge, Peter M. The Fifth Discipline. New York: Doubleday,
1990.
The Bridge on the River Kwai. Culver City, California:
Columbia Pictures, 1957.
34
This lesson is a modified excerpt from the book, Compass – Creating Exceptional Organizations: A Leader’s
Guide, written by William F. Brandt, Jr., cofounder and former CEO of American Woodmark Corporation –
the third largest producer of kitchen cabinets in America.
Copyright 2013
William F. Brandt, Jr.
This lesson may be copied, presented and/or distributed to up to five people. Distribution beyond five is
subject to a user fee as described in the website: CompassCEO.com
The book and related materials are also available from the website: CompassCEO.com
35