When Robert E. Kelley (2013) began his work concerning followership twenty-five years ago, he wanted to bring attention to his study regarding the role of a follower. Kelley (2013) felt that followership was worthy of discrete research and training. However, in 1988 Robert Kelley (1988) received his first break when an article in the Harvard Business Review revealed his perspective on followers in the workplace. The title of the article was, “In the Praise of Followers” written by Robert Kelly (1988), which received great reviews from its readers. However, to explain more about Kelley’s views on followership, this essay will focus on the various aspects of followership. This paper will also give an example of how a leader can utilize
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Also, the effectiveness of a leader is dependent on the willingness and consent of the followers (Bjustad, Thach, & Thompson, 2006). Further, no organization can function successfully without their followers. The followers are the eyes, ears, minds, and hearts for the leader; without them the leader cannot function effectively (Bjustad, et al., 2006). The Kelley (2006) model identifies traits that a leader can assign to followers.’ The first example given is the characteristics of an alienated follower, these individuals have a healthy skepticism of the organization, capable workers, but cynical at the same time (Bjustad, et al., 2006). Secondly, the conformist followers are those employees that are the yes people of the company. Conformist followers are active when it comes to work and following orders (Bjustad, et al., 2006). Thirdly, you have the passive followers, these followers rely on their team lead or supervisor to think for them, as well as being told repeatedly what is expected of them (Bjustad, et al., 2006). And finally, there are the exemplary followers, which are independent, innovative workers who questions their leadership; however, these leaders are vital to the success of the organization, and work well with others. These examples of Kelly’s (2006) model can help the leader identify the different types of followers in his organization. Additionally, knowing the various types of followers will assist the leader in what areas each employee needs to be motivated in, so they can become a more effective
Also, the effectiveness of a leader is dependent on the willingness and consent of the followers (Bjustad, Thach, & Thompson, 2006). Further, no organization can function successfully without their followers. The followers are the eyes, ears, minds, and hearts for the leader; without them the leader cannot function effectively (Bjustad, et al., 2006). The Kelley (2006) model identifies traits that a leader can assign to followers.’ The first example given is the characteristics of an alienated follower, these individuals have a healthy skepticism of the organization, capable workers, but cynical at the same time (Bjustad, et al., 2006). Secondly, the conformist followers are those employees that are the yes people of the company. Conformist followers are active when it comes to work and following orders (Bjustad, et al., 2006). Thirdly, you have the passive followers, these followers rely on their team lead or supervisor to think for them, as well as being told repeatedly what is expected of them (Bjustad, et al., 2006). And finally, there are the exemplary followers, which are independent, innovative workers who questions their leadership; however, these leaders are vital to the success of the organization, and work well with others. These examples of Kelly’s (2006) model can help the leader identify the different types of followers in his organization. Additionally, knowing the various types of followers will assist the leader in what areas each employee needs to be motivated in, so they can become a more effective