The readings aligned well with what I learnt this week and my experience working with my group. With the delegation of an extra member on Tuesday, our group was set to endeavor into the start of a meaty course. Due to the fact that I feel comfortable following instead of leading, In Praise of Followers, really turned what I thought to be a bad trait of “being a follower” into the promising idea of being an “effective follower.” Kelley (1988) highlights a relatable factor of the awareness that effective followers take on the responsibility of authority, are able think for themself and have the ability to "sharpen their own skills.” In light of this, the value our CEO brought was evident in his ability to delegate duties to myself and other team members, ensuring that we were reaching the goals we had set as a group. The result of our first practice roll over ensured that the commitment we had as a team was going to provide an excellent stepping-stone for the rest of the course. MGMT 300 continues to eliminate some of the bureaucratic and hierarchical boundaries many other Management papers have taught me. Kelley (1988) furthermore highlights the fact that “good leaders know how to follow”. Reflecting upon this idea and how it applies to my team, I have found that being a leader is not as necessary when working in a small team. Every member was able to encourage and help each other when we found some parts of the simulation difficult.
After finding out what really happened with the forming of the teams, it really resonates the idea that that’s reality and you are going to come across people who do “shady” stuff like that within the workforce. Collins (2005), talks about a ‘Level 5 Leader’, who is a person that has the ability to blend extreme personal humility with intense professional will. If that was to apply to the series of events that happened this week, then arguably, the teams’ chosen were not under the greatest form of leadership. Furthermore, this course continues to question why I’m still doing it. And although I really enjoy working with my team, I’m forever reflective over the pressure and slight burden this course remains to bring.
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