A successful leader and effective followers is what makes a great team. Level 5 leadership (Collin, 2005) suggests leaders are a study in duality, that is modest and willful, shy and fearless, who never let his ego get in the way of his ambition to create an enduring great nation. Kelley (1988) suggest characteristic of an effective follower is enthusiastic, intelligent and self-reliant participation that has strength for motivations for following and in their perceptions of the role. This week’s learning journal will attempt to discover qualities that will enhance both leader and followers.
This week we all are bonding with our team by gaining a mutual understanding and a growing drive to achieve. Spreier et al. (2006) argues the growing drive to achieve is a critical motive (on the rise) for leaders to success. In a sense, we are all required an extent of drive to achieve in order to increase in the degree of achievement. Level 5 leadership requires all capabilities of all the lower levels and a special characteristic of “builds enduring greatness through a paradoxical combination of personal humility plus professional will”. This somehow echos the growing drive to achieve. In the sense of ‘will’ and ‘drive’ are crucial elements for a successful leader. For instance, leaders are designated to motivate their followers by encouragements, willfulness and strength in decision making, as a ‘back bone’ supporting all parts to co-ordinate as one.
Many people often thinks they offer as much value (or more) to the team as (than) leaders do, especially in project or task-force situations (Kelley, 1988). Qualities of an effective follower is well-balanced, responsibility, accept the value of learning the role, studying leaders from a subordinate’s perspective and can success without strong leadership. Qualities of followers are becoming more and more important. Leadership is not a lifebuoy to make passive followers to obey or construct them under authority. Instead, as exemplified above, as a ‘back bone’ who is able to overseer of change and progress (Kelley, 1988). Thus, self-managed followers are more advantages in their teams as they needless supervisory control system.
Collins, J. C. (2005). Level 5 leadership: the triumph of humility and fierce resolve. Harvard Business Review, 83(7/8), 136--146
Kelley, R. E. (1988). In praise of followers. Harvard Business Review, 66(6), 142--148
Spreier, S. W., Fontaine, M. H., & Malloy, R. L. (2006). Leadership run amok. Harvard Business Review, 84(6), 72--82