FOLLOWERSHIP STYLE IN MIDDLE MANAGEMENT

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An effective leader not only creates vision but sets direction and enables a culture in which others can proper and work together to deliver the goals. Like leadership, good followership is increasingly being recognized as an important component for high performance in an organization. Followership is an emerging concept. It describes a set of skills and behaviors that helps to improve team performance having independent and critical thinking.

The present paper examines the followership styles of the executives of the large and middle scale industries in Delhi NCR. Attempt has been made to determine if there is any significant relation between exemplary followership style and numbers of years of experience and which is the most preferred style with executives of the Indian corporate executives limited to Delhi NCR.. A total of 71 randomly selected executives from the corporate completed followership questionnaires. The data indicates that:

(a) followership styles include passive, alienated, pragmatist, conformist and exemplary followership styles. (b)The most common followership style is exemplary followership style.
(c) There is a relationship between exemplary followership style with number of years of experience.

Keywords: Followership style, Leadership style, Corporates

INTRODUCTION:

Success or failure of organizations is a result of both the leaders and followers’ roles (Avolio & Reichard, 2008). The importance of Leadership cannot be denied but followership plays equally important role, which has been normally overlooked. Followership has been understudied topic by practitioners and less research has been done in Indian context. The study of followership is very important as it appeared to be key partners in organization development with leaders.

This paper provides a fresh look in the Indian context on most preferred followership style in corporate scenario. The leader of an organization has responsibility for many different functions including, among other things, charting the direction of the entity, developing appropriate strategies, managing change, and influencing others to achieve a common goal (Northouse, 2004). And, while leadership is no doubt critically important to achieving organizational success, the ultimate deciding factor in determining whether those goals and objectives are accomplished may be more dependent upon the followers within the group. According to Kelley (1992), leaders contributed on average no more than 20 percent to the success of organizations, while followers contributed the remaining 80 percent. With close examination, even the leaders within any group may also function as followers in some capacity. Yet, the term “follower” typically elicits a negative connotation (Chaleff, 2003), often referred to in disparaging terms such as “sheep,” “yes” people, or the “enigmatic majority” (Dixon & Westbrook 003; Riggio, Chaleff, & Lipman-Blumen, 2008).
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PURPOSE AND OBJECTIVES OF THE STUDY

This study will examine aspects that motivate followers to perform an exemplary act after knowing what is the most preferred style of followership  in the corporate scenario. The purpose of this study is:

  • to explore the most preferred style of followership at middle management in corporate.
  • to explore relationship between followership style and experience.For full paper contact anubha@prism-global.org, anubhawalia@gmail.com
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About anubhamauryaw

Anubha,a Trainer, Facilitator & OD&L Professional, drive to make things happen. A prolific Human Process Interventionist, created PRISM Philosophy, ( Prepare. Respect. Implement. Share. Maintain) carries 16 years of rich experience have worked with top of the line blue chip organizations like Honeywell, ICICI Bank, Moody ICL Certification were she was heading ODL, Trainings & Quality verticals. Her areas of expertise include human process intervention, Organisation Development, Change engagement Learning, Team building, POSH and Quality implementation. She is Consultant as Change Engagement & Learning for OD and delivers corporate training programs at national and international platform and First lady from India doing research on FOLLOWERSHIP. She is the Self-Discipline Strategist who relates profound truths coupled with humorous anecdotes empowering professionals to conquer their apprehension. Her work involves direct observation, real time feedback, experiential learning and coaching following Andragogy principles. Self-directed and self-motivated, Charismatic and persuasive, with the ability to rely on logic and facts to support her positions. In times of pressure, tend to be objective in her approach and direct in her communication. Naturally, optimistic, you seek out the possibilities in life. Her creativity and ability to solve problems are some of her greatest strengths. This paired with drive, vision, and methodical approach allows her to create new opportunities, keeping her experiences fresh and exciting. Preferring to develop new ideas rather than maintaining systems already in place. Bold person, whose character is marked by originality, expressiveness, generosity, determination, and a keen eye for details Natural born communicator and an adept social navigator, often others will sit by, engage new people or invite others in to make them feel at home. With a talent for creative reasoning and big picture thinking, she is a great innovator and are typically seen this way by others. Her energy and forward thinking can generate a team-oriented environment, helping to accomplish goals by motivating others, while creating an atmosphere that is fun and exciting.

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