A Personal Perspective: Personal Reflections on Followership and Leadership Essay

I will discourse personal follower and leader interactions with two persons that I have worked with over the last five to seven old ages. I selected these persons because of my relationship with them and their leading capablenesss. Second. I admire and theoretical account after both of them. Finally. I selected these persons because they believe in me and have invested in my professional and personal development. I will discourse their leading manner in context with class stuffs and exemplify how I am able to be an effectual follower under their leading. I will besides discourse the leading qualities that do them extremely effectual leaders. A Personal Position: Personal Contemplations on Followership and Leadership Trust is the most of import factor in most relationships. professional and personal. It is really easy to follow person that you trust. even when there are differences of sentiment.

I have worked under the leading of two dynamic leaders for the last five to seven old ages. The first is my foreman. Karen Schrock. President & A ; CEO of Adult Well-Being Services. The 2nd single I selected is my Curate. James Minnick. I selected Karen and James because of my relationship with them. They are both extremely effectual leaders that I admire for their ability to take under force per unit area. manage hard people and state of affairss. carry through what needs to be accomplish and remain positive. They believe in me and have invested in my professional and personal development.

I strongly concur with the statement leaders are merely every bit good as the people who follow ( Johnson. 2011 ) . Bjudstads defines followership as the ability to efficaciously follow the directives and back up the attempts of a leader to maximise the organisation ( Bjudstad. 2006 ) . An effectual follower is one who is enthusiastic. autonomous. and fulfills their responsibilities with enthusiasm ( Kelly. 1998 ) . Brave. honestness. credibleness. competency. and focal point are besides qualities of a good follower. It is easy to follow when you are lead by leaders who are competent. passionate. exhibit compassion. and are able to pass on the vision. ends and aims.

I have worked with Karen for seven old ages. foremost as her Administrative Assistant and now as the Manager of Executive Office Operations and Stapleton Operations. I worked as a undertaking director with my old employer and the accomplishments I developed in that place enabled me to transition to the place of Administrative Assistant for the President & A ; CEO of an organisation with easiness. They refer to us as the dynamic couple because we work so good together. Karen is really organized. a elaborate contriver. and clearly communicates her outlooks. I am really organized and a elaborate contriver. We meet at the beginning of each hebdomad. We both prepare a list of precedences ( frequently they contain the same points ) . We differ in communicating manner. I prefer electronic mails. She prefers face to face or phone communicating. A good follower adapts to the manner of the leader when necessary. So. I’ve adapted my manner slightly. When pull offing contacts for her. I will do the call or contact in individual. Leaderships and followings have to be flexible. I am able to near her and discourse my position when we disagree because of our relationship and her leading manner. She ever takes the clip to do certain I understand even high degree determinations.

She portions information so that I am able to do better determinations and work more efficaciously as a follower. I follow her because I trust that she has my best involvement. every bit good as the best involvement of the organisation. in her position as she leads us. Another quality that allows me to be an effectual follower is Karen allows me to make my work. I can non conceive of how frustrating it is to be micromanaged. I don’t necessitate a batch of supervising. I know her outlooks. I know the organisation. I ask inquiries and for aid when necessary. I am besides proactive. It is non necessary for her to state me what needs to be done in every case. After working with her for so long. I frequently know what is expected and carry through it before it is requested. I advise her of on-going undertakings and issues that require her attending. It is my duty as a follower to guarantee she is informed. Johnson states followings have a duty to give good information ( Johnson. 2011 ) . Good information is non needfully pleasant.

I am able to state her things others frequently sugar coat. If something is non working. she needs to cognize. I besides present her with possible solutions when showing jobs. I am comfy devising determinations and informing her of the job and my declaration. If I make a bad determination. she uses that as a learning chance. This is authorising. and has built my assurance and helped me develop as a director. My relationship with James Minnick started many old ages ago. We grew up in our local church and I have known him for over 30 five old ages. I did non work closely with him until he became our Curate. Shortly after going Pastor. he asked me to function as a Trustee. I am now the Assistant Financial Secretary. It is in this capacity that I have grown to esteem him as an effectual leader. I am able to exhibit the same qualities of a follower as a Trustee that I exhibit when working with Karen. The environment is different ; nevertheless. I am who I am. I am merely as efficient at a Trustee and Assistant Financial Secretary as I am as an employee of Adult Well-Being Services. Good stewardship is required in both environments. Good leaders are able to place the endowments and abilities of their followings to carry through the vision and mission of the organisation in concern and non-business environments.

I have the same committedness to the Church and its leader as I have to the organisation that I work for. I follow James because I trust him and his ability to take rank. It is easy to follow him because he allows each of us to first acknowledge. and so utilize our gifts to back up the ministry. I have grown enormously under the leading of both of the persons I’ve discussed. I am able to utilize my accomplishments. endowments and abilities at both organisations and utilize the resources of both organisations for the common good. I have learned from experiences at Adult Well-Being Services that have helped me as a Trustee and Financial Secretary at the church. They have assigned me undertakings that I did non believe I was capable of pull offing but with their encouragement. I accomplished them. James is besides the Director of Transportation for Detroit Public Schools. I volunteered to head a undertaking at work to utilize his expertness to better our transit operations. I have watched Karen develop coactions and relationships to profit the organisation. and used this as a theoretical account to develop chances and relationships that benefit the organisation and church. Goleman ( 2000 ) identified six leading manners: coercive. brooding. affiliative. democratic. pacesetting and
training. Goleman and Gupta explain good leaders use all of the leading styles ; nevertheless. they systematically use merely four of the leading manners.

Not all of the manners produce positive consequences and a positive work clime ( Goleman. 82 ) . I was able to visualise how Karen and James use the manners presented and their impact on the organisations they lead. On a more personal note. I was able to see how the manners have impacted my relationship with them and my ability to be an effectual follower. The four leading manners that produce positive consequences and make a positive work environment are: 1. Authoritative ( Mobilizes people toward a vision. encourages others to be a portion ) ; 2. Democratic ( Works towards consensus. seeks the input of others ) ; 3. Affliliative ( Builds harmoniousness and emotional bonds. people come foremost ) ; and 4. Coaching ( Develops people for the hereafter. encourages new ideas/actions ) . These four manners. every bit good as the coercive and pacesetting. are demonstrated in the follower and leader interactions I have with James and Karen. I have to acknowledge there are times when I say to them “Hold-up. You’re taking me excessively fast. ” But I subsequently appreciate that they trust my ability to make what they are inquiring me to make ( even when I don’t ) . There are besides times when they have to draw rank and state “just make it” because I am immune and may non desire to follow with what I’m being asked to make. I’m larning that there are times when they merely want things accomplished.

While it may non be my duty. it would protract their desire to hold the undertaking accomplished if I don’t make it. Most of the clip their leading manners exhibit the features of leading apparent in the democratic. coaching. important. and affliliative leading manners. Not merely are these leading styles good to me. they benefit the organisations the lead. Under their leading. nerve-racking and helter-skelter state of affairss become less nerve-racking and helter-skelter. No 1 can of all time state that they don’t know what’s expected of them because the ends and aims are ever communicated clearly. Karen and James possess values that enable me to follow without reserve. Honesty is first and foremost. They besides value people as persons. acknowledging single strengths and failings. Bjugstad theorizes that organisations can maximise the strengths and minimise the failings of leader-follower relationships by fiting the manners of leaders and followings ( Bjugstad. 2006 ) . I did non seek leaders from the deputing leading quarter-circle. The selected me and have allowed me to develop into an model follower. I besides model their leading manners and am turning as a leader. Exemplary leaders make it easy for others to be model followings.


Bjugstad. K. . Thach. E. C. . Thompson. K. J. . & A ; Morris. A. ( 2006 ) . A fresh expression at followership: A theoretical account for fiting followership and leading manners. Journal of Behavioral & A ; Applied Management. 7 ( 3 ) . 304–319. Goleman. D. ( 2000 ) . Leadership that gets consequences. Harvard Business Review. 78 ( 2 ) . 78-90. Retrieved March 25. 2014. from the Business Source Complete database. Gupta. S. ( 2011. July ) . Leadership that delivers consequences. Siliconindia. 14 ( 7 ) . 34-35. Retrieved March 26. 2014. from Business Source Complete. Retrieved from the Walden University library database. Johnson. B. ( 2011. September ) . Good followership. Training Journal. 32–36. Retrieved March 15. 2014. from the Walden Library databases. Kelley. R. E. ( 1988 ) . In congratulations of followings. Harvard Business Review. 66 ( 6 ) . 142–148. Retrieved March 15m 2014. from the Walden Library databases. Walumbwa. F. O. . Lawler. J. J. . & A ; Avolio. B. J. ( 2007 ) . Leadership. single differences. and work-related attitudes: A cross cultural probe. Applied Psychology: An International Review. 56 ( 2 ) . 212-230. Retrieved March 25. 2014. from the Business Source Complete database.


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