Leaders, Followers & Success
This week I believe that the course has finally started with the first rollover complete, I’m left to contemplate how our team had responded to the challenge of the first rollover and how the way in which we operated faired with the readings of this week. I think for this to be done it’s important to establish the importance of the role of leadership, and how the managerial role tends to not be defined by a managerial role, but rather in the mentality and skill set brought by someone into an environment which had been acquired through experience and active reflection (Daudelin,M.W.1996).
It is often acknowledged as a fact that having a good effective leader in a team situates the collective in a direction that is more likely to perform highly. But what is important and must be touched on is the perception of what a god leader is . Collins (2005) works to break the generalized stereotypes that are commonly understood as being synonymous with what a good leader is, a heroic of nature and is has direct and strong control on how the team shall proceed. I think that this can be deceiving, because it does not take into account the role of the followers, and how they play a role in leading the group to success. In this weeks reading Kelley (1988) helps explain the power that a self managed workforce has and the importance of capturing this in a group environment (Kelley, 1988). Examples of bad followers are often understood as being very passive and easily coerced were they resemble the role of the sheep to a shepherd.
I think from the way our team handled this weeks decision-making we do really follow the notion of good followers with a good leader. For our first week our CEO was in a situation that we all understood had made her unable to contribute as much as she would have liked or expected to have done. But with that all the team members had realized the importance of the role that everyone plays, and we successfully had managed to direct the team as a collective, and this would not have been possible if all the team members were passive and coerced into decisions, our success relied on the understanding that all the team members had with the CEO, and the autonomy that we all knew we had in making decisions.
Kelley, R. E. (1988, November). In Praise of Followers. The Harvard Business Review, pp. 142-148.
Collins, J. C. (2005). Level 5 leadership: the triumph of humility and fierce resolve. Harvard Business Review, 83(7/8), 136--146
Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36--48