Followership - Revision history

M Stefaniotou: /* Definitions */

2019-03-04T20:09:20Z

Definitions

← Older revision		Revision as of 20:09, 4 March 2019
Line 24:		Line 24:
	*'''Followership''' is the willingness to cooperate in working toward the accomplishment of the mission, to demonstrate a high degree of teamwork and to build cohesion among the organization members. <ref name ="Importance">Suda, L. (2013). In praise of followers. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>		*'''Followership''' is the willingness to cooperate in working toward the accomplishment of the mission, to demonstrate a high degree of teamwork and to build cohesion among the organization members. <ref name ="Importance">Suda, L. (2013). In praise of followers. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.</ref>

	*'''Followership''' can be defined as ~~“the~~ characteristics, behaviors, and processes of individuals acting in relation to leaders. <ref name =" Uhl-Bien "> Uhl-Bien, Riggio, Lowe, & Carsten, 2014.( p. 96) </ref>		*'''Followership''' can be defined as "the characteristics, behaviors, and processes of individuals acting in relation to leaders". <ref name =" Uhl-Bien "> Uhl-Bien, Riggio, Lowe, & Carsten, 2014.( p. 96) </ref>

	'''Leadership''' is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.<ref name ="Essentials">2. Jones, Gareth R., and Jennifer M. George (2015). Essentials of Contemporary Management. McGraw-Hill Education.</ref>		'''Leadership''' is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.<ref name ="Essentials">2. Jones, Gareth R., and Jennifer M. George (2015). Essentials of Contemporary Management. McGraw-Hill Education.</ref>
Line 30:		Line 30:
	'''Leader-Member relations''' is the extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading. <ref name ="Essentials"/>		'''Leader-Member relations''' is the extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading. <ref name ="Essentials"/>

	'''Project management''' is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. <ref name ="Standard"> 4. Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute.</ref>		'''Project management''' is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. <ref name ="Standard"> 4. Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute.</ref>

	====Changing Perspective====		====Changing Perspective====

M Stefaniotou at 19:42, 4 March 2019

2019-03-04T19:42:26Z

← Older revision		Revision as of 19:42, 4 March 2019
Line 1:		Line 1:
			''Developed by Maria Stefaniotou''

	==Abstract==		==Abstract==
	Identifying oneself as a follower is not as popular as choosing to be a leader. The term leadership, for most people, depicts an influencing role, which is responsible for the accomplishment of pursued goals. But how is it that leaders produce good results, if not with the support and effort of their followers. That realization led to new researches, which focus on the concept of followership as a directly affecting and affected by leadership role.		Identifying oneself as a follower is not as popular as choosing to be a leader. The term leadership, for most people, depicts an influencing role, which is responsible for the accomplishment of pursued goals. But how is it that leaders produce good results, if not with the support and effort of their followers. That realization led to new researches, which focus on the concept of followership as a directly affecting and affected by leadership role.

M Stefaniotou: /* Barbara Kellerman's Model */

2019-03-04T19:34:41Z

Barbara Kellerman's Model

← Older revision		Revision as of 19:34, 4 March 2019
Line 81:		Line 81:

	[[File:Kellerman.jpg\|border\|1000px\|thumb\|left\|alt text\|frame\|Kellerman's identified styles of followership '']]		[[File:Kellerman.jpg\|border\|1000px\|thumb\|left\|alt text\|frame\|Kellerman's identified styles of followership '']]
	Kellerman with her model connects the different groups of followers with each other but also with their leaders. She uses a hierarchy that includes a range of various styles of followership, from one displaying low engagement to one presenting absolute devotion to the leader. The five followership styles that she distinguishes are the following:<ref name ="Kellerman"> 6. Kellerman, B. (2008). Followership: How followers are creating change and changing leaders (1st ed.). Boston, MA: Harvard Business.</ref>.		Kellerman with her model connects the different groups of followers with each other but also with their leaders. She uses a hierarchy that includes a range of various styles of followership, from one displaying low engagement to one presenting absolute devotion to the leader. The five followership styles that she distinguishes are the following:<ref name ="Kellerman"> Kellerman, B. (2008). Followership: How followers are creating change and changing leaders (1st ed.). Boston, MA: Harvard Business.</ref>.

	*The '''isolates''', who are completely separated and either do not know their leaders or have no interest in them.		*The '''isolates''', who are completely separated and either do not know their leaders or have no interest in them.

M Stefaniotou: /* Annotated bibliography */

2019-03-04T19:30:35Z

Annotated bibliography

M Stefaniotou: /* Annotated bibliography */

2019-03-04T19:24:11Z

Annotated bibliography

← Older revision		Revision as of 19:24, 4 March 2019
Line 204:		Line 204:

	Chapter 9: This chapter is focused on Motivation and includes basic motivational theories, such as expectancy, need and equity theory. It explains the way goals and needs motivate people and why managers should be concerned about it.		Chapter 9: This chapter is focused on Motivation and includes basic motivational theories, such as expectancy, need and equity theory. It explains the way goals and needs motivate people and why managers should be concerned about it.

	Chapter 10: The chapter Leaders and Leadership describes different models of leadership, behaviors, traits and sources of power of leaders, as well as when they are considered effective.		Chapter 10: The chapter Leaders and Leadership describes different models of leadership, behaviors, traits and sources of power of leaders, as well as when they are considered effective.

	Chapter 11: The chapter called Effective Team Management is defining different group types and how the various elements of group dynamics affect high performance. It justifies why a certain level of deviance and conformity is required in an effective group and shows ways in which managers can motivate their employees achieve organizational goals.		Chapter 11: The chapter called Effective Team Management is defining different group types and how the various elements of group dynamics affect high performance. It justifies why a certain level of deviance and conformity is required in an effective group and shows ways in which managers can motivate their employees achieve organizational goals.

	Chapter 12: This chapter about Building and Managing human resources clarifies how the management of human resources can be a basic block for building competitive advantage. It discusses the procedure that managers need to follow to hire new employees, as well as how training, development, rewards and performance appraisals can contribute to effective organizational management.		Chapter 12: This chapter about Building and Managing human resources clarifies how the management of human resources can be a basic block for building competitive advantage. It discusses the procedure that managers need to follow to hire new employees, as well as how training, development, rewards and performance appraisals can contribute to effective organizational management.

M Stefaniotou: /* Limitations */

2019-03-04T19:23:34Z

Limitations

← Older revision		Revision as of 19:23, 4 March 2019
Line 191:		Line 191:

	==Limitations==		==Limitations==
	'''1.''' Followership is a concept that is gaining attention with the passing of the years. A lot of new studies emerge to examine its significance in organizational culture and management. However, it is still at a relatively theoretical stage and a number of researches are needed to associate theory with actual impacts in different aspects of organizational environment and project management. The suggestions stated in this article have a theoretical support and in many cases have been confirmed by various researches. Despite that, a further examination of followership in the years to come, will help establish in depth ~~foundation~~ of this approach and surpass the limitations currently existing, due to unknown variables. <ref name ="Putting on a map"/>		'''1.''' Followership is a concept that is gaining attention with the passing of the years. A lot of new studies emerge to examine its significance in organizational culture and management. However, it is still at a relatively theoretical stage and a number of researches are needed to associate theory with actual impacts in different aspects of organizational environment and project management. The suggestions stated in this article have a theoretical support and in many cases have been confirmed by various researches. Despite that, further examination of followership in the years to come, will help establish in depth foundations of this approach and surpass the limitations currently existing due to unknown variables. <ref name ="Putting on a map"/>

	'''2.''' Another restriction is the temporary nature and changing environment of a project. Throughout a project, the groups are not always consisted of the same people, because human resources either need to be relocated or are not needed for the whole life cycle of the project. This makes the maintenance of functional group dynamics more difficult, as new followers need to be incorporated in the groups. Moreover, there might not be enough time to correctly identify and manage the various styles of followers and follow corresponding managing techniques. In addition, according to the followership continuum followers may even fall into other stages of engagement and performance depending on the time period and group they are a part of. <ref name ="Continuum"/>		'''2.''' Another restriction is the temporary nature and changing environment of a project. Throughout a project, the groups are not always consisted of the same people, because human resources either need to be relocated or are not needed for the whole life cycle of the project. This makes the maintenance of functional group dynamics more difficult, as new followers need to be incorporated in the groups. Moreover, there might not be enough time to correctly identify and manage the various styles of followers and follow corresponding managing techniques. In addition, according to the followership continuum, followers may even fall into other stages of engagement and performance depending on the time period and group they are a part of. <ref name ="Continuum"/>

	'''3.''' Finally, it is common that the selection of the workforce is not performed by the project management team and thus ~~not~~ the desired types of followers are always employed. This may happen because of restricted economic resources, limited available workforce at that specific timing, location ~~restriction~~ and others. When planning a project these restrictions should be considered and countermeasures should be taken so that there are no negative impacts and risks provoked.		'''3.''' Finally, it is common that the selection of the workforce is not performed by the project management team and thus the desired types of followers are not always employed. This may happen because of restricted economic resources, limited available workforce at that specific timing, location restrictions and others. When planning a project these restrictions should be considered and countermeasures should be taken, so that there are no negative impacts and risks provoked.

	==Annotated bibliography==		==Annotated bibliography==

M Stefaniotou: /* Reward system */

2019-03-04T19:20:59Z

Reward system

← Older revision		Revision as of 19:20, 4 March 2019
Line 188:		Line 188:

	====Reward system====		====Reward system====
	Rewards are a managerial mechanism for the enhancement of the employees’ output. Followers need to find fulfilment with the outcomes they receive. The pay level must be corresponding to the gravity of the job undertaken and the hours spent to complete it. The outcomes should be linked to the performance of the follower. Therefore, it should be noted that there should not be a reward for overtime making up for bad time management, only for extra hours ~~that were~~ needed due to the met conditions.<ref name ="Standard"/> Some types of followers, mostly the more independently thinking and challenging, apart from pay level and other benefits appreciate clear recognition of their contributions, as well as development of their skills.		Rewards are a managerial mechanism for the enhancement of the employees’ output. Followers need to find fulfilment with the outcomes they receive. The pay level must be corresponding to the gravity of the job undertaken and the hours spent to complete it. The outcomes should be linked to the performance of the follower. Therefore, it should be noted that there should not be a reward for overtime making up for bad time management, but only for extra hours needed due to the met conditions.<ref name ="Standard"/> Some types of followers, mostly the more independently thinking and challenging, apart from pay level and other benefits appreciate clear recognition of their contributions, as well as development of their skills.

	==Limitations==		==Limitations==

M Stefaniotou: /* Performance appraisal */

2019-03-04T19:19:46Z

Performance appraisal

← Older revision		Revision as of 19:19, 4 March 2019
Line 185:		Line 185:
	====Performance appraisal====		====Performance appraisal====

	~~Whether it is a programmed formal meeting to provide~~ feedback on performance, behaviors etc. ~~or an informal discussion~~, the comments made need to be timely, accurate and as objective as possible. Subjective feedback could lead to negative expressions and attitudes that will obstruct the smooth continuance of the project. In the case of moderately committed followers, conformists, bystanders, alienated and others ~~defined in the different models~~, instead of criticizing and accusing them directly for dissatisfying outcomes the leader should try to trace the cause of the poor results with the subordinate and together plan a course of action.		When providing feedback on performance, behaviors etc., the comments made need to be timely, accurate and as objective as possible. Subjective feedback could lead to negative expressions and attitudes that will obstruct the smooth continuance of the project. In the case of moderately committed followers (conformists, bystanders, alienated and others), instead of criticizing and accusing them directly for dissatisfying outcomes, the leader should try to trace the cause of the poor results in collaboration with the subordinate and together plan a course of action.

	====Reward system====		====Reward system====

M Stefaniotou: /* Motivation */

2019-03-04T19:15:26Z

Motivation

← Older revision		Revision as of 19:15, 4 March 2019
Line 181:		Line 181:
	====Motivation====		====Motivation====

	Although an “ideal” follower does not depend on the leader for personal growth and is self-motivated, some additional motivational techniques could only have positive results. Providing further autonomy and ownership would favor the levels of engagement and independent thinking of the more active types of followers, transforming them in more efficient and effective subordinates. ~~The~~ passive styles ~~that~~ do not seek involvement in many demanding tasks and are content with accepting orders maybe extrinsic motivation, such as rewards could serve the purpose. In addition, a connection to a manager and his vision could also motivate such followers. When a leader expresses respect and belief in what followers can achieve, then they are internally motivated to succeed.		Although an “ideal” follower does not depend on the leader for personal growth and is self-motivated, some additional motivational techniques could only have positive results. Providing further autonomy and ownership would favor the levels of engagement and independent thinking of the more active types of followers, transforming them in more efficient and effective subordinates. For the passive styles, which do not seek involvement in many demanding tasks and are content with accepting orders, maybe extrinsic motivation, such as rewards, could serve the purpose. In addition, a connection to a manager and his vision could also motivate such followers. When a leader expresses respect and belief in what followers can achieve, then they are internally motivated to succeed.

	====Performance appraisal====		====Performance appraisal====

M Stefaniotou: /* Group dynamics */

2019-03-04T19:13:06Z

Group dynamics

← Older revision		Revision as of 19:13, 4 March 2019
Line 171:		Line 171:
	====Group dynamics====		====Group dynamics====

	During the formation of groups and while operating, managers should aim and foster diversity. Followers from different backgrounds, ages, genders, ethnicities and other minorities have different traits and could make unique and valuable contributions. Furthermore, one of the qualities of effective followers ~~was found to be~~ strength to challenge the leader and display critical thinking about norms and orders ~~that they receive~~. In other words, to take advantage of followership in project management a certain level of deviance and conformity is required, so that employees do not fail to change dysfunctional norms nor control their members, something that would lead to poor performance.<ref name ="Essentials"/>		During the formation of groups and while operating, managers should aim for and foster diversity. Followers from different backgrounds, ages, genders, ethnicities and other minorities have different traits and could make unique and valuable contributions. Furthermore, one of the qualities of effective followers is the strength to challenge the leader and display critical thinking about norms and orders one receives. In other words, to take advantage of followership in project management, a certain level of deviance and conformity is required, so that employees do not fail to change dysfunctional norms nor control their members, something that would lead to poor performance.<ref name ="Essentials"/>

	====Training- Empowerment====		====Training- Empowerment====

← Older revision		Revision as of 19:30, 4 March 2019
Line 203:		Line 203:
	This book throughout its chapters aims to provide valuable and state-of-the-art information on managerial definitions, tools and practices and on current changes in management. This attempt is being made by offering a variety of real life examples, relevant to each chapter’s theme.		This book throughout its chapters aims to provide valuable and state-of-the-art information on managerial definitions, tools and practices and on current changes in management. This attempt is being made by offering a variety of real life examples, relevant to each chapter’s theme.

	Chapter 9: This chapter is focused on Motivation and includes basic motivational theories, such as expectancy, need and equity theory. It explains the way goals and needs motivate people and why managers should be concerned about it.		Chapter 9: This chapter is focused on ''Motivation'' and includes basic motivational theories, such as expectancy, need and equity theory. It explains the way goals and needs motivate people and why managers should be concerned about it.

	Chapter 10: The chapter Leaders and Leadership describes different models of leadership, behaviors, traits and sources of power of leaders, as well as when they are considered effective.		Chapter 10: The chapter ''Leaders and Leadership'' describes different models of leadership, behaviors, traits and sources of power of leaders, as well as when they are considered effective.

	Chapter 11: The chapter called Effective Team Management is defining different group types and how ~~the~~ various elements of group dynamics affect high performance. It justifies why a certain level of deviance and conformity is required in an effective group and shows ways in which managers can motivate their employees achieve organizational goals.		Chapter 11: The chapter called ''Effective Team Management'' is defining different group types and demonstrates how various elements of group dynamics affect high performance. It justifies why a certain level of deviance and conformity is required in an effective group and shows ways in which managers can motivate their employees achieve organizational goals.

	Chapter 12: This chapter about Building and Managing human resources clarifies how the management of human resources can be a basic block for building competitive advantage. It discusses the procedure that managers need to follow to hire new employees, as well as how training, development, rewards and performance appraisals can contribute to effective organizational management.		Chapter 12: This chapter about ''Building and Managing human resources'' clarifies how the management of human resources can be a basic block for building competitive advantage. It discusses the procedure that managers need to follow to hire new employees, as well as how training, development, rewards and performance appraisals can contribute to effective organizational management.

	'''2. In Praise of Followers. Harvard Business Review, Kelley, R. E., 1988'''		'''2. In Praise of Followers. Harvard Business Review, Kelley, R. E., 1988'''

	Kelley in his study examines the significance of followers in organizational environment and notes the common qualities leaders and followers should possess. He develops a model distinguishing five different types of followers, who display diverse levels of critical thinking and engagement. It is Kelley’s belief that effective followers are necessary to limit negative impact from ineffective leaders. Kelley’s study is considered to be the first to ~~look~~ more ~~deeply into~~ the concept of followership and display findings, along with suggestions for companies on how to identify and develop effective followers to achieve high performance.		Kelley in his study examines the significance of followers in the organizational environment and notes the common qualities leaders and followers should possess. He develops a model distinguishing five different types of followers, who display diverse levels of critical thinking and engagement. It is Kelley’s belief that effective followers are necessary in order to limit negative impact from ineffective leaders. Kelley’s study is considered to be the first to examine in more depth the concept of followership and display findings, along with suggestions for companies on how to identify and develop effective followers to achieve high performance.

	'''3. Putting Followership On The Map: Examining Followership Styles and Their Relationship With Job Satisfaction and Job Performance, Journal of Business & Leadership: Research, Practice, and Teaching : Vol. 5 : No. 2 ,Article 9, 2009'''		'''3. Putting Followership On The Map: Examining Followership Styles and Their Relationship With Job Satisfaction and Job Performance, Journal of Business & Leadership: Research, Practice, and Teaching : Vol. 5 : No. 2 ,Article 9, 2009'''

	This paper using the model of Kelley, looks into the followership styles, their traits and their possible connection to job satisfaction and job performance. Through a survey within the employees of an engineering and manufacturing company, it concludes that there is a positive correlation between effective followers and the two mentioned parameters. It, nonetheless, proposes further examination of followership to provide a solid practical foundation, lack of which is ~~for~~ now a limitation.		This paper using the model of Kelley, looks into the followership styles, their traits and their possible connection to job satisfaction and job performance. Through a survey within the employees of an engineering and manufacturing company, it concludes that there is a positive correlation between effective followers and the two mentioned parameters. It, nonetheless, proposes further examination of followership to provide a solid practical foundation, lack of which is now a limitation.

	'''4. Project Management Institute. A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute, 2004'''		'''4. Project Management Institute. A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute, 2004'''

	Chapter 9: This chapter includes guidelines to effectively managing people within a project. It concerns all the stakeholders involved, such as partners, customers etc. and examines the three main project processes. The first is Organizational Planning, which refers to the determination and assignment of roles and responsibilities and the definition of relation structure. The second one is Staff acquisition, during which the required employees are hired to work on the project. In this stage input from the first stage is acquired and combined with acquisition techniques, such as negotiations, ~~have~~ as an outcome the staff assignment. Finally Team development takes place, to allow individuals and groups “grow”. The guide suggests managerial tools, such as training, team-building activities and reward systems to achieve effectiveness.		Chapter 9: This chapter includes guidelines to effectively managing people within a project. It concerns all the stakeholders involved, such as partners, customers etc. and examines the three main project processes. The first is ''Organizational Planning'', which refers to the determination and assignment of roles and responsibilities and the definition of relation structure. The second one is ''Staff acquisition'', during which the required employees are hired to work on the project. In this stage input from the first stage is acquired and combined with staff acquisition techniques, such as negotiations, has as an outcome the staff assignment. Finally ''Team development'' takes place, to allow individuals and groups “grow”. The guide suggests managerial tools, such as training, team-building activities and reward systems to achieve effectiveness.

	'''5. In praise of followers. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute,Suda, L.,2013'''		'''5. In praise of followers. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute,Suda, L.,2013'''

	This article highlights the current tendency to study Followership, along with Leadership and the profits that could be achieved by doing so. It offers an overview of the reasons why people choose to be followers from a psychological perspective, how followership is defined by different authors and their models and what a follower should expect from his/her leader and vice versa.		This article highlights the current tendency to study Followership along with Leadership and the profits that could be achieved by doing so. It offers an overview of the reasons why people choose to be followers, from a psychological perspective, how followership is defined by different authors and their models, and what a follower should expect from his/her leader and vice versa.

	==References==		==References==

	<references>		<references>