Leaders and followers have an interconnected relationship. One of the underlying factors of organizations’ success lies in the ability of leader’s ability to lead their subordinates. However, the followers should also be proactive and help the leader in the process. Believing in yourself is great but you cannot consider yourself a credible leader until others believe in you. It is the trust you have gained from others that makes you an effective leader (Berg, 2013). Employees who believe in their organization’s leadership feel energized to contribute, as they feel they have some stakes in the outcomes and are inspired to make things happen.
Leadership is a relationship. And a relationship is bound to have expectations. It is crucial for leaders to meet the expectations of their followers and also communicate their expectations clearly. When credibility is diminished by miscommunication, the relationship between leaders and followers tend to become acrimonious. An organization where the leaders lack credibility cannot flourish well. In a survey conducted by Kousez and Posner, they found that people want their leaders to be honest, forward-looking, inspiring, and competent (Kouzes & Posner, 2010).
Being credible is critical because people have to know that they can trust those who are leading them and showing them the way. Sometimes leaders have to compromise their own values and morality by acting solely as the agent of the organization (Duignan & Bhindi, 1996).
Brigette Hyacinth has discussed about seven types of followers in her research (Hyacinth, 2014).
1.Sycophants ( The “yes” people)
They never point out problems or give critical feedback. They just simply agree to the leader but will deflect in case of any problems in the organization.
2.Critics ( The opposition)
Their goal is to challenge whatever the leader has to say. They might have been disgruntled for some reasons of the past. They usually are the first ones to meet the new employees in the organization.
3.Realist (The constructive critical thinker)
They interact regularly and are the critical thinkers of the organization. If they agree, they will defend the leader with all their might. If they, however, disagree, they will offer constructive alternatives and help the leader and organization achieve their aims.
4.Loyalists ( The genuine supporters)
They are the highly engaged workers and work intensively to support the leader. They are reliable and dependable. They are highly satisfied, productive and are passionate about the team. They will also provide regular suggestions for improvement.
5.Traitors (The Silent Haters)
They act well in front of the leader and have most likely gained the trust of the
leader. However, they have strong negative emotional feelings about the leader and are secretly working to undermine the leader.
6.Spectators ( The Observers)
They are neither against nor with the leader. They just work for their payment. They are disengaged with the organization or task and hols a position of neutrality about the leader.
7.The Opportunists (The Freebooters)
They have a price and can easily be bought. They like to have allegiance with whoever is on the top.
References
Berg, S. E. (2013). Credibility in Leadership. The Truth About Leadership: The No-Fads, Heart-Of-The-Matter Facts You Need To Know, 1-5.
Duignan, P., & Bhindi, N. (1996). Authenticity in leadership: an emerging perspective. 195-200.
Hyacinth, B. (2014, 11 16). Profile: Linkedin.com. Retrieved from A professional networking website: linkedin.com/
Kouzes, J., & Posner, B. (2010). The Truth about Leadership. London: Wiley.
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Leaders and followers have an interconnected relationship. One of the underlying factors of organizations’ success lies in the ability of leader’s ability to lead their subordinates. However, the followers should also be proactive and help the leader in the process. Believing in yourself is great but you cannot consider yourself a credible leader until others believe in you. It is the trust you have gained from others that makes you an effective leader (Berg, 2013). Employees who believe in their organization’s leadership feel energized to contribute, as they feel they have some stakes in the outcomes and are inspired to make things happen.
Leadership is a relationship. And a relationship is bound to have expectations. It is crucial for leaders to meet the expectations of their followers and also communicate their expectations clearly. When credibility is diminished by miscommunication, the relationship between leaders and followers tend to become acrimonious. An organization where the leaders lack credibility cannot flourish well. In a survey conducted by Kousez and Posner, they found that people want their leaders to be honest, forward-looking, inspiring, and competent (Kouzes & Posner, 2010).
Being credible is critical because people have to know that they can trust those who are leading them and showing them the way. Sometimes leaders have to compromise their own values and morality by acting solely as the agent of the organization (Duignan & Bhindi, 1996).
Brigette Hyacinth has discussed about seven types of followers in her research (Hyacinth, 2014).
1.Sycophants ( The “yes” people)
They never point out problems or give critical feedback. They just simply agree to the leader but will deflect in case of any problems in the organization.
2.Critics ( The opposition)
Their goal is to challenge whatever the leader has to say. They might have been disgruntled for some reasons of the past. They usually are the first ones to meet the new employees in the organization.
3.Realist (The constructive critical thinker)
They interact regularly and are the critical thinkers of the organization. If they agree, they will defend the leader with all their might. If they, however, disagree, they will offer constructive alternatives and help the leader and organization achieve their aims.
4.Loyalists ( The genuine supporters)
They are the highly engaged workers and work intensively to support the leader. They are reliable and dependable. They are highly satisfied, productive and are passionate about the team. They will also provide regular suggestions for improvement.
5.Traitors (The Silent Haters)
They act well in front of the leader and have most likely gained the trust of the
leader. However, they have strong negative emotional feelings about the leader and are secretly working to undermine the leader.
6.Spectators ( The Observers)
They are neither against nor with the leader. They just work for their payment. They are disengaged with the organization or task and hols a position of neutrality about the leader.
7.The Opportunists (The Freebooters)
They have a price and can easily be bought. They like to have allegiance with whoever is on the top.
References
Berg, S. E. (2013). Credibility in Leadership. The Truth About Leadership: The No-Fads, Heart-Of-The-Matter Facts You Need To Know, 1-5.
Duignan, P., & Bhindi, N. (1996). Authenticity in leadership: an emerging perspective. 195-200.
Hyacinth, B. (2014, 11 16). Profile: Linkedin.com. Retrieved from A professional networking website: linkedin.com/
Kouzes, J., & Posner, B. (2010). The Truth about Leadership. London: Wiley.