2018 AHEA Conference (Red Deer) - consultmcgregor.com

2018 AHEA Conference (Red Deer) - consultmcgregor.com

2018 AHEA Conference (Red Deer) Followership Sue L. T. McGregor PhD IPHE www.consultmcgregor.com Not everyone is a leader. Leaders need followers

Leaders and followers take part in a common enterprise they are dependent on each other! Their futures rise and fall together. Followers are so much more

than nonleaders Leader versus follower Leader Follower Guides and directs others

Believer, supporter or admirer In charge of others Does what they are told to do Disciple or devotee Imitates or copies someone

else Leaders and followers are in a relationship - like a dance One person leads and one follows. This isnt about superiority or dominance or submission. Its just a practical issue of who initiates a movement, but

there is always an interplay (Ashgar, 2016) Virtually everyone is a follower at some point in their life ON ONE HAND It is unrealistic to assume that all home economics and human ecology practitioners are ready and willing to be leaders ON THE OTHER HAND those who lead in some cases, will follow in other situations and vice versa

people will often find themselves in followership rather than leadership roles THAT BEING SAID home economists and human ecologists rarely discuss followership in conjunction with professional development and their professional identity I am so excited to be a follower. I cant wait to learn more about it and how it can benefit my profession and professional association!

If I am not leading, is that a bad thing? Am I an ineffective practitioner if all I do is follow? Should I feel guilty about this or is it alright that I follow? Is there a role for me to play?

Defined: Someone who intentionally coordinates their actions and goals with others. Effective leaders guide and direct people toward missions, visions, goals and objectives. Source: http://www.co2partners.com/followership/

Effective followers support and admire the leaders, and take an interest in or pay attention to their actions. They are not just brown-nosers, slackers or criticizers. One example of

a followership typology: Two dimensions 4 followership styles Source: http://cycbth.org/13/You-Need-to-be-aFollower.htm Underlying psychology of the four followership styles Self-Starter (most preferred style) Expects the leader to hop-to-it

Lacks patience, wants things to happen, now Brown-Noser (suck up, kiss a--) Anything to please the leader Has a fear of failure Underlying psychology of the four followership styles Criticizer Faults everything the leader does Needs to be recognized

Slacker Entitled, work-avoider Needs a reason (motivation) to work Followership Power is POWERFUL Followers are the horsepower of professional and organizational

performance. Characteristics of an effective follower (leaders depend on these): Assumes responsibility (taking direction from leaders) and is accountable for ones actions Serves others Courage to challenge the status quo Willing to take action and bring

initiative Characteristics of an effective follower (leaders depend on these): Develops capacity to self-manage (professional development and learning) Remains strongly committed to profession, colleagues and professional associations Exercises a strong sense of ethics (right and wrong) and morality (good and bad)

Acts with integrity (like what you see in the professional mirror ) A follower-centric lens Views the followership base within an organization, profession and discipline as the resource for change and action.

Through this lens, both leaders and followers appreciate that focusing on followers ensures enhanced engagement, commitment and authentic contributions. Fostering a follower-centric lens entails: mentoring and coaching people into the follower role,

including the provision of follower-related skill-building opportunities and professional development and learning leaders sharing why they think followers have such a powerful role recognizing followers contributions To wrap things up Despite the plethora of books and training programs available on how to develop leadership skills, there is little available to teach people how to be good followers.

Assuming that followership just happens runs the risk of proliferating ineffective followers. We have to give ourselves permission to be followers, value this contribution to the profession, discipline and professional associations, and then take action to socialize, educate and in-service practitioners to the followership role. Key References Asghar, R. (2016, January 17). Why followership is now more important than leadership [Web log post]. Retrieved from

https://www.forbes.com/sites/robasghar/2016/01/17/why-followership-is-now-more-important-than-leadership/#bd89 ac5d640b Baker, S. (2007). Followership. Journal of Leadership and Organizational Studies, 14(1), 50-60. Chaleff, I. (1995). The courageous follower. San Francisco, CA: Berrett-Koechler. Curphy, G., & Roellig, M. (2010). Followership. North Oaks, MI: Curphy Consulting. Retrieved from http://www.leadershipkeynote.net/articles/article-followership.pdf Daugherty, R. A., & Williams, S. E. (2009). Power and influence. Stillwater, OK: Oklahoma State University. Kellerman, B. (2008). Followership. Boston, MA: Harvard Business School Press. Kelley, R. E. (1992). The power of followership. New York, NY: Doubleday.

NOTE unless otherwise specified, clipart used with permission of Microsoft

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