A symbiotic relationship between leaders and followers

Organizations are constantly faced with the need to transform to survive today's environment where change is perceived as a constant. Organisations that survive remain viable and most likely those led by effective leaders. Winston and Patterson define a leader as one who selects, trains, equips, and influence of one or more followers to work toward achieving the organizational mission and objectives. (2003). As the leader in creating successful organizations? Kelley (2003) stated that the effectiveness of a leader 'is subject to the entry of followers, in other words, is as effective as a leader allows followers. Although much work and research has been done to highlight the importance of leadership in the organization, it seems that there is insufficient research regarding the important role of followers in the organization. Kelley in his book, "The Power of followership", says that few people have studied followership, but the focus has always been about leadership. If leaders are to create successful organizations need to understand that the followers are the most essential resource, the organization and that only by understanding the needs of their followers can achieve organizational success. How can leaders channel their followers to focus on maximizing organizational success?

Theories of leadership will continue to evolve as leaders continue in their quest to achieve and sustain organizational success. The focus of organizational success, for decades living with the leaders. Kelley points out that the term is a follower, over the years has been seen as inferior to organizational success. This stigma has created a false representation of the hierarchical position that allowed the leaders to be more worthy of consideration. The leaders were then seen as the means to the end of the organizational success. Current research by scholars such as Kelley and Chaleff has challenged this view, stressing that if the leaders are supported by strong followers, organizational success is not possible. Kotter substantiated these results by saying that the complexity of contemporary organizations prevents it from being transformed by a single giant. He then stated that the efforts of leadership must have the support of followers to the success of being a possibility. Without participation of followers, the implementation of organizational decisions will not be promising. The followers, according to Kelley constitute 80-90% of 'organization. He went on to identify the different types of followers: the conformists, the pragmatists, passivists or exemplary damages. While as a psychoanalyst Fromm view these styles, as part of the personality, Kelley went on to explain that leaders who spend time analyzing each of his followers will realize that every style of collaboration is the result of unmet expectations and mistrust , a leader or leadership style. Conformist followers can be defined as those followers who do not question the rule of the organization for fear of retaliation, but I prefer to be "yes" men, conformist followers can not function optimally in an environment where change is the norm . According to Kelley for successful organizations leaders need followers who are willing to challenge the status quo and not be simply "yes" men. Another kind of followers are pragmatic, these followers were created by organizations unstable. Kelley went on to say that leaders who promote transactional relationship with pragmatism followers Foster as these followers choose to be obedient and submissive in order to keep their jobs. Leaders can also create passive followers. Passive followers do not get any sense of autonomy, therefore, feel comfortable, they were conducted. Then there are exemplary, these followers are proactive and creative, bring innovation to organizations and are willing to waste their talents for the good of the organization. Recognizing the diversity of followers who operate within the organization, leaders are now empowered to create and maximize the potential follower, in order to create successful organizations. How?

Noted as an organization goes through several stages, each stage of the leaders of the organization should expect to find followers with different styles. When leaders are able to identify the style exhibited by their followers to adapt their leadership style to help efficiently and effectively followers to create and sustain successful organizations. Organizations that are at an early stage, that stage of the Daft entrepreneur, this phase requires followers who are creative and innovative. Now it becomes the responsibility of leaders to get workers who are far from exemplary in metamorpsize followers who are willing to explore their creativity. This phase of the organization requires leaders who are diverse in their style of leadership. Since the organization progresses during the community requires direction that is flexible enough to allow flow to explore employees at the same time of stimulation and direction. A strong charismatic leadership becomes useful at this time (, Daft 2007). The final phase is the period of formalization and development, this period consist of a continuous change and requires leaders who are good at enforcing rules and regulations, but at the same time recognize that followers should not be treated as an expendable resource. Leaders who ignore the less than ideal style of followership will continue to fuel their dysfunction and encouraging followers to exhibit less innovation. The end result is a failure or less of a successful organization. One of the largest applications of multi-leadership style can be found in one of the Pauline epistles. The apostle Paul is revered today as one of the greatest leaders in the Christian community, as we look at 1 Corinthians 9: 19-22, he gave us a clear example of how leaders should adapt their styles to that of their followers in order to create a successful organization. In each verse, Paul adapted his style, if necessary, so that their followers can maximize their potential that eventually helped him to achieve organizational success. The leaders are now so dependent on taking a multi-model style of leadership that would successfully fight any style of collaboration for the good of the organization. The multi-style of leadership requires more than one style of leadership in taking a decision, the leader is able to assess the situation and then strategically apply the style necessary to influence the condition.

Contemporary organizations require effective leadership, in order to be successful. A successful leadership depends not only leaders, but instead represents the quality of the symbiotic relationship between leaders and followers. Ultimately, great leaders are great followers of products. A key ingredient that should then determine the style of a leader is that of his followers. One size does not fit all, so it is important that leaders adapt their style to maximize the capabilities of their followers. This can be done effectively when managers are fully aware of the style of their followers and can adjust their approach accordingly. The multi-faceted model is useful in that it recognizes the different challenges throughout the various stages within the organization, but recognizes that leadership styles must be adjusted to suit each stage of planning and, finally, recognize that the followers are the channels through which organizational success is achieved, as the leader in question must, in their attempt to create successful organizations adapt their styles accordingly.

References:

Chaleff, I. (2003). The Courageous Follower, Berrett-Koehler Publishers, Inc. San Francisco, CA.

Daft, L. R., (2006). Organisational Theory and Design. (9 th ed.). Thompson South-Western, Cincinnati, OH.

Kelley, R. (1992). The Power of gregarious, Doubleday, New York, NY.

Kotter, J. (2006), strategically Change Balance, a key factor in modern management system, 2006 vol. 11, No. 1.

Morgan, G. (2006). Images of organization (Updated Ed.) Sage Publications,
Thousand Oaks, CA.

Boerner, S., Eisenbeiss, A., and Griesser, D. (2006). Follower behavior and organizational performance: the impact of transformational leaders. Review of studies on leadership and organization, 2006, vol. 13, No. 3.

Sullivan, G. Leadership is creating a future for the organization, Retrieved November 10, 2007,
http://www.1000ventures.com/business_guide/crosscuttings/change_leading.html

Winston, B., Patterson, K. (2005), Integrated Definition of Leadership, Retrieved November 11, 2007, ...