The relationship between leaders and followers in the post industrial era

They were able to narrow their findings to two identifiable distinctions [35] The first dimension was identified as "Initiating Structure", which described how a leader clearly and accurately communicates with their followers, defines goals, and determine how tasks are performed.

It also offers a foundation for leaders wanting to apply the philosophies of servant leadership and authentic leadership. In any international organization, the relationship between leaders and The relationship between leaders and followers in the post industrial era also is depending on cultural values.

Leadership

Examples — feedback giving, allocating tasks, resource distribution. According to Yukl et al. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else.

Group affective tone represents the consistent or homogeneous affective reactions within a group. Herbert Spencer and Karl Marx said that the times produce the person and not the other way around. That is why fairness is always an ethical key of discussion. Perceptions of followers from different countries could also be a factor to barrier the development of the leadership and followership relationship.

Attribute pattern approach[ edit ] Considering the criticisms of the trait theory outlined above, several researchers have begun to adopt a different perspective of leader individual differences—the leader attribute pattern approach. Therefore, It is important to recognize that there is a tight interactive relationship between leaders and followers.

In this situation, followers reckon with the fact that they bet on the wrong horse Kersten, The first two — public and private leadership — are "outer" or behavioral levels. The leaders transmit their moods to other group members through the mechanism of emotional contagion.

Building value based cultures. If the follower shows high commitment and effort followed by additional rewards, both parties develop mutual trust, influence, and support of one another. Since employee behavior and productivity are directly affected by their emotional states, it is imperative to consider employee emotional responses to organizational leaders.

The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not "take charge", they can be perceived as a failure in protracted or thorny organizational problems.

Leader—member exchange theory This LMX theory addresses a specific aspect of the leadership process is the leader—member exchange LMX theory, [60] which evolved from an earlier theory called the vertical dyad linkage VDL model.

The three levels in his model are Public, Private and Personal leadership: With a participatory role, followers would be supportive and effective for their successful leaders. This was participative behavior; allowing the followers to participate in group decision making and encouraged subordinate input.

This employee does not show up to work on time every day. Thus, he argued, leaders need to work on their inner psychology. These effects can be described in three levels: The leader creates situations and events that lead to emotional response. The use of positive reinforcement is a successful and growing technique used by leaders to motivate and attain desired behaviors from subordinates.

Four contingency leadership theories appear more prominently in recent years: Do not distinguish between the leadership attributes that are generally not malleable over time and those that are shaped by, and bound to, situational influences.

For example, expressions of positive moods by leaders signal that leaders deem progress toward goals to be good. With out-group members, leaders expect no more than adequate job performancegood attendance, reasonable respect, and adherence to the job description in exchange for a fair wage and standard benefits.

Examples of such behavior would include showing concern for a subordinate or acting in a supportive manner towards others.

In this example, praise the stimulus is a positive reinforcer for this employee because the employee arrives at work on time the behavior more frequently after being praised for showing up to work on time. However, LMX recognizes that leaders and individual followers will vary in the type of exchange that develops between them.

Do not consider how stable leader attributes account for the behavioral diversity necessary for effective leadership. As a result, the employee comes to work on time more often because the employee likes to be praised.

Similarly, Cavell noted that good followers should proactively find what they should do to be effective to their leaders. Initiating structure involves the actions of the leader focused specifically on task accomplishment.

Positive reinforcement occurs when a positive stimulus is presented in response to a behavior, increasing the likelihood of that behavior in the future. This results from the interaction of leadership style and situational favorability later called situational control.

Skinner is the father of behavior modification and developed the concept of positive reinforcement. It is well known[ by whom?What is the best relationship between leaders and followers?

but that it resides in the dynamics of the relationship between the leaders and the followers. in a roundabout way, aimed at followership, but the specific relationship between leaders and followers is rarely examined.

In order to erase the distance being created through this increasing gap of connection between leaders and followers leaders need to get to know their followers.

Spending time with followers is now more crucial today than it was when leaders had a span of control of five to seven employees. The History of Leadership Focus Servant Leadership Research Roundtable – August A.

Gregory Stone, Ph.D. ushered in a change in how leaders would treat their followers. The Industrial Revolution created a Leader focus had moved to understanding the relationship between a. The relationship between leadership and followership.

Print Reference this. Published: 23rd March, which takes place between leaders and followers, and the dynamic, which forms the relationship, is essential to the function of both parties. There is a clear relationship between leadership and followership and the differences between.

2 The Leader-Follower Relationship: Practitioner Observations: Grayson & Speckhart In practice, the distinction between leaders and followers appears small. Authors and consultants have exaggerated the differences between these two societal and organizational roles.

To optimize effectiveness. LMX Theory Focuses on: Relationship Between Team Leaders and Followers • helps to shape the success or failure of an organization. • Without a successful relationship between these groups, effective leadership will not occur, nor will outstanding workplace success.

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The relationship between leaders and followers in the post industrial era
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