While leaders are important in an organization, it is important for leaders to remember that the effectiveness of their leading also stems from how effectively their followers will follow. Leaders sometimes are so caught up in the act of following that they fail to recognize when they should be listening and allowing their subordinates to lead them. Effective leading goes hand in hand with effective following. The more and more leaders take recognition to this, the more successfully reinforced leadership we will see and the less frustration and confusion will occur when trying to effectively figure out the balance of leading and following a team.
When looking at the “vicious circle for leaders” I do feel that this occurs in our organization, however I also feel that the cycle occurs more in departments that have less upward communication and leadership than those that do. I also think that the vicious cycle of leaders can occur when there is a miscommunication between the leader and the follower. In some instances I feel as though a follower may ask questions just for verification on something important or significant to their daily duties. Because the leader may not have a full picture of the issue occurring, then they may feel in that instant as though the follower is demonstrating low skill and gets concerned, when in fact the follower has already taken initiative in getting the problem solved and just needs a quick verification of information. I think that minor issues like this can add to the misunderstanding of the vicious cycle of leaders.
Departments that run with more upward leadership may have fewer issues in regards to the vicious cycle of leaders as there may be more communication between team members and their leaders. The effects of upward leadership are significant as it can lead to effective followers that are able to manage themselves, and who are committed to the organization’s purpose and principle. Effective leaders are able to lead in their own way by building their competence and focusing their efforts on what actions will have a maximum impact on the organization as a whole. A few qualities of effective followers include courage, honesty, and credibility. When commitment to one’s work is expressed it boosts morale and colleagues are likely to take lead. This can help bridge teams together and build trust and promise amongst coworkers.
In order for the organization to maintain positive effects on its business both internally and externally effective followership needs to be continually fostered and cultivated. Leadership and followership should be redefined in a way where stereotypes of each are restructured to break down the unarticulated definitions of their pasts. Expectations of leadership and followership should be experience a transformation of roles and duties in cohesion with the strength, capacity and character of the organizations mission and vision. Once this occurs an organization will maintain better control over the effectiveness of leading and following in their business structure.
A more effective graph to promote the efficiency of the delegation and cultivation of leadership and followership would include the follower being able to ask for advice without the fear of looking as a low skilled worker. The leader would therefore need not to get concerned, instead they would promote and welcome upward communication allowing the follower to become empowered to lead and make decisions for themselves. Leaders in this scenario would actually take a step back and allow the follower to take lead and even perform leadership duties and responsibilities. The follower’s confidence would then increase instead of decrease which would lead to the follower being more confident to take on more responsibility and managerial behaviors. If a cycle such as this one occurred, I feel as though it could have enormous benefits not just an individual, but a department, a team and an organization as a whole.
Cassandra R.References
Obolensky, N. (2010). Complex adaptive leadership. (1st edition.). London, UK: Gower/Ashgate
