The underlining relationship between those who aspire to lead and those who choose to follow is that they cannot survive without the other. Without followers there will be no leader and without leader there will be no followers. It is not easy to become a leader and specification of a leader is hard to ascertain but there are a few essential practices that all great leaders have in common. Anyone can aspire to lead but only those people that have these leadership qualities can become a good leader. People choose to follow these type of leaders as they inspire them and share a common vision. As Kouzes and Posner rightfully said, “You can grant someone the title of chief executive, but that does not make him or her a leader. Leadership is earned. (Kouzes & Posner, 2003, p. 4)”
One of the basis of a good leadership quality is holding good relationship with the followers. This can only be achieved by fostering trust among them. “When you trust others and give them more discretion, more authority, and more information, they are much more likely to use their energies to produce extraordinary results. (Kouzes & Posner, 2003, p. 13)” Thus a leadership based on a relationship of trust goes a long way.
Credibility talks about beliefs and values that a leader holds. It is said that people first follow the messenger before believing the message. Thus the messenger should be a person who holds great beliefs and values that the followers also share. These values must also be shown and not talk about only. “The extent to which your actions are consistent with your words determines your personal credibility. (Kouzes & Posner, 2003, p. 37)”
Followership is more about the follower and their importance to the success of the project. Little credit is given to followers while the leader is highlighted in the success. “Followership is a straightforward concept. It is the ability to take direction well, to get in line behind a program, to be part of a team and to deliver on what is expected of you. It gets a bit of a bad rap! How well the followers follow is probably just as important to enterprise success as how well the leaders lead. (McCallum, 2013)”
Good leaders also have servant leadership quality that fosters trust, promotes credibility with action and also encourages the heart. “Hence, servant leadership is not a particular supervisory style one chooses to use when it is convenient or personally advantageous. Rather it is a conviction of the heart that constantly manifests whenever there is a legitimate need to serve in the absence of extenuating personal benefits. (Sen & Pekerti, 2010)”
Thus it is important for a leader to understand his followers well as they are the ones who will help him reach his vision. A leader cannot do it alone.
References
Kouzes, J. M., & Posner, B. Z. (2003). The Five Practices of Exemplary Leadership. In B. P. Jim Kouzes, Leadership Challenge Workbook (First Edition ed., p. 13). San Francisco: Jossey-Bass, A Wiley Imprint.
Sen , S., & Pekerti, A. (2010). Servant leadership as antecedent of trust in organizations. Leadership & Organization Development Journal; Bradford , 643-663. doi:dx.doi.org/10.1108/01437731011079673
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The underlining relationship between those who aspire to lead and those who choose to follow is that they cannot survive without the other. Without followers there will be no leader and without leader there will be no followers. It is not easy to become a leader and specification of a leader is hard to ascertain but there are a few essential practices that all great leaders have in common. Anyone can aspire to lead but only those people that have these leadership qualities can become a good leader. People choose to follow these type of leaders as they inspire them and share a common vision. As Kouzes and Posner rightfully said, “You can grant someone the title of chief executive, but that does not make him or her a leader. Leadership is earned. (Kouzes & Posner, 2003, p. 4)”
One of the basis of a good leadership quality is holding good relationship with the followers. This can only be achieved by fostering trust among them. “When you trust others and give them more discretion, more authority, and more information, they are much more likely to use their energies to produce extraordinary results. (Kouzes & Posner, 2003, p. 13)” Thus a leadership based on a relationship of trust goes a long way.
Credibility talks about beliefs and values that a leader holds. It is said that people first follow the messenger before believing the message. Thus the messenger should be a person who holds great beliefs and values that the followers also share. These values must also be shown and not talk about only. “The extent to which your actions are consistent with your words determines your personal credibility. (Kouzes & Posner, 2003, p. 37)”
Followership is more about the follower and their importance to the success of the project. Little credit is given to followers while the leader is highlighted in the success. “Followership is a straightforward concept. It is the ability to take direction well, to get in line behind a program, to be part of a team and to deliver on what is expected of you. It gets a bit of a bad rap! How well the followers follow is probably just as important to enterprise success as how well the leaders lead. (McCallum, 2013)”
Good leaders also have servant leadership quality that fosters trust, promotes credibility with action and also encourages the heart. “Hence, servant leadership is not a particular supervisory style one chooses to use when it is convenient or personally advantageous. Rather it is a conviction of the heart that constantly manifests whenever there is a legitimate need to serve in the absence of extenuating personal benefits. (Sen & Pekerti, 2010)”
Thus it is important for a leader to understand his followers well as they are the ones who will help him reach his vision. A leader cannot do it alone.
References
Kouzes, J. M., & Posner, B. Z. (2003). The Five Practices of Exemplary Leadership. In B. P. Jim Kouzes, Leadership Challenge Workbook (First Edition ed., p. 13). San Francisco: Jossey-Bass, A Wiley Imprint.
McCallum, J. S. (2013). FOLLOWERSHIP: THE OTHER SIDE OF LEADERSHIP. IVEY Business Journal . Retrieved from iveybusinessjournal.com/publicatio...
Sen , S., & Pekerti, A. (2010). Servant leadership as antecedent of trust in organizations. Leadership & Organization Development Journal; Bradford , 643-663. doi:dx.doi.org/10.1108/01437731011079673