Description According to Northouse (2022), the way followers engage with leaders to accomplish shared objectives is a crucial component of every

Description

According to Northouse (2022), the way followers engage with leaders to accomplish shared objectives is
a crucial component of every organizational structure. This essay will go into Robert Kelley’s typology of
followers, discussing its compatibility with transformational leadership style and offering insights into how
leaders might cultivate this sort of followership. It will especially focus on the conduct of “Effective
Followers” as a distinguishing trait.
Behavior of Effective Followers: Based on their degree of participation and thinking style, Kelley’s
followership model categorizes them from passive to active, and from uncritical to independent. The
“Effective Follower” stands out from the rest. According to Kelley (1992), effective followers are highly
engaged, have strong critical thinking skills, and can operate independently while still being devoted to
the aims of the organization. Rather of being passive recipients of orders, they demonstrate initiative,
creativity, and self-sufficiency. When they disagree with their leaders, they are able to provide them
constructive criticism, and when they agree, they support their leaders.
Compatibility with Leadership Styles: When a leader adopts a transformative approach, their followers’
actions will naturally follow suit. A transformational leader is one who motivates their followers to put the
group’s needs ahead of their own and who intellectually challenges them to think outside the box and
come up with novel solutions (Northouse, 2022). When their followers are actively involved and capable
of critical thinking, these leaders flourish. While transformational leaders inspire and guide their followers
toward a shared goal, effective followers supply the backbone of the organization, bolstering the leader’s
efforts and offering constructive criticism to help make the vision a reality.
Impact on the Organization: There is a huge difference when an organization has good followers. They
help foster an innovative and dynamic work environment that encourages constant growth and
development. Because they can handle their own tasks, leaders have more time for strategic planning
and guiding the team in the right way instead of micromanaging. Additionally, they contribute to a more
resilient business by recognizing and managing risks before they become serious difficulties through their
critical thinking. (Ladkin, D., & Taylor, S. S. 2010).
Developing Followership: Transparency, open communication, and a commitment to lifelong learning
are the cornerstones of a good leadership culture. Among the specific approaches are:

Empowering Workers: Employee engagement and critical thinking can be boosted when
subordinates are given decision-making and project-management responsibilities.
• Leaders ought to encourage constructive criticism and should accept criticism in whatever form.
Not only does this help the company run more smoothly, but it also shows the followers that their
thoughts matter.
• Putting Money Into Development: Offering chances for training and development helps followers
gain new information and abilities, which are crucial for them to be able to act successfully and
freely.
• Leadership is all about setting an example for the behaviors you want to see from your followers.
The way leaders carry out their duties and obligations is strongly impacted by the examples they
set for their followers. (Greenleaf, R. K. 2002).
Ultimately, leaders may improve organizational performance and flexibility by comprehending and
fostering successful followership, particularly within the framework of Kelley’s typology. When leaders use
transformational leadership, they are able to bring out the best in their followers and foster an
environment where everyone has a stake in the company’s success.
References:
1. Kelley, R. E. (1992). The power of followership. Doubleday.
2. Northouse, P. G. (2022). Leadership: Theory and Practice (9th ed.). Sage Publications.
1. Ladkin, D., & Taylor, S. S. (2010). Enacting the ‘true self’: Towards a theory of embodied
authentic leadership. The Leadership Quarterly, 21(1), 64-74.
2. Greenleaf, R. K. (2002). Servant Leadership: A Journey into the Nature of Legitimate Power and
Greatness. Paulist Press.

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