I just finished a paper of the significance of the leader-follower relationship. I have seen great leaders and poor leaders. I have seen great followers and poor followers. I currently work with an exceptional leader and good team of followers. Leaders are important. Read below to understand more clearly the importance of leaders.
“You are a leader only if you have followers” writes Daniels and Daniels. The relationship between the two is inseparable and both play vital roles in all organizations. You do not have followers without leaders and leaders need followers to perform their tasks effectively in order for the leader to be successful. Regardless of the type of organization, both work together to bring about effectiveness or disaster. If a leader is difficult to work with then followers most often will not rise to their highest level of performance. If a follower does not do their job it creates problems in an organization, then a leader must make choices on what to do to motivate or change the behavior of the employee or volunteer.
Eddie Greer writes “trust is the glue of leadership. Without trust, a leader will have no followers.” In order for a leader to be at his or her best, trust must be built and established. Greer continues “trust is…when a person is honest, courteous and considerate, has integrity and does as promised – in other words, walks the talk…enough so that mistakes made do not erode trust.”
There are many techniques a leader may use to grow and develop the leader-follower relationship. The first is trustworthiness. When a leader is trustworthy, according to Greer “we work better and more productively with peers and bosses…we can openly offer differing opinions without fear of reprisal.” Trust allows followers to listen more to a leader.
Another technique to grow the leader-follower relationship is modeling. When a leader models the behavior and attitude desired in the workplace, then followers will most often line up in the same direction. In this, the leader is creating a culture of what is acceptable and unacceptable on the job, many times, without having to articulate the expectations. Modeling provides followers with an unspoken mode of acceptable behavior.
A third technique to grow the leader-follower relationship is motivation. Greer writes “motivation is generated internally. A leader merely taps into its power. When a leader communicates his trust in and respect for followers’ ability to perform a given task, their internal motivation takes over and drives the followers to succeed in their assignments.” If a leader does not believe and trust the followers then people will do minimal work, defensive and careful about being watched, thus destroying the relationship.
A fourth technique to grow the leader-follower relationship is effectiveness in the job by the leader. When a leaders decisions are proved correct then the trust grows and the loyalty of the follower is enhanced, thus increasing their willing to risk even more in their work and devotion. When a leader makes mistakes, there must be a willingness to humbly admit the error in judgment and reset a new direction. If a leader is unwilling to deal honestly with mistakes, then a perception of arrogance and fear of the future will begin to rise.
A fifth technique to grow the leader-follower relationship is taking the time to build relationships from the leader towards the follower. In most organizations there is a natural wall between the one in charge and followers. Followers wish to cross over the holy threshold to be a part of that world. If a leader welcomes them across and provides an open door environment then followers will feel the leader cares about them personally. Everyone in an organization does not just arrive on the job to do their work. Each person has a life which could consist in a marriage, family, children, parents, economic situations and political viewpoints. When a leader and follower can have relational conversations and cross over into the others non-work life then greater loyalty will exist.
When leaders and followers work in tandem a positive work culture is created for others to see. More people will desire to be a part of that workplace. Fewer turnovers will take place and the motivation to work will not simply be about economics. Employee motivation will rise to be a part of a successful organization as they realize they are indispensable. When decisions need to be made, the strategic discussions will be more participative as followers realize their input is important and knowing they have “skin in the game.”
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