How would you describe the followership at Penn State? Whom would you identify as thefollowers?
Make sure each required post contains at least one citation and one reference list entry.
Please refer to this week’s learning materials. They are intended to help you engage effectively in this discussion.
Complete the self-scoring “Followership Questionnaire” in Ch. 13 (p. 487) of Leadership: Theory and Practice.
Due Thursday
Write a 250- to 300-word response to the following:
Based on your results from the “Followership Questionnaire,” describe your high-scoring and low-scoring followership styles. What might you consider working on as you strive to become the leader you envision?
Requirements: 250-300
2415468 – SAGE Publications, Inc. (US) ©lic evidence of the failure of Paterno’s “Success With Honor” motto and the public’s faith inPenn State’s program.Questions1. How would you describe the followership at Penn State? Whom would you identify as thefollowers? Who are the leaders?2. Using Kelley’s typology, how would you describe the follower styles for Schultz andCurley? What about McQueary?3. How did followers in this case act in ways that contribute to the power of destructiveleaders and their goals? What was the debilitating impact their actions had on theorganization?4. Based on Lipman-Blumen’s psychological factors that contribute to harmful leadership(Table 13.3), explain why those who could have reported Sandusky’s behaviors chose notto.5. Based on the outcome, where did Paterno’s intentions go wrong? In what ways couldfollowers have changed the moral climate at Penn State?. In the end, who carries the burden of responsibility regarding the failure of Paterno’sprogram—the leaders or the followers? Defend your answer.Leadership InstrumentAs discussed earlier in this chapter, Kelley (1992) developed a typology that categorizedfollowers into one of five styles (exemplary, alienated, conformist, passive, and pragmatist)based on two axes (independent thinking and active engagement). These different dimensionsof followership became the basis for Kelley’s Followership Questionnaire, a survey that allowsfollowership style to be determined through an empirical approach, rather than throughobservation.Followership QuestionnairePurpose: The purpose of this questionnaire is to learn about your style as a follower.Instructions: Think of a specific leader–follower situation where you were in the role offollower. For each statement, please use the following scale to indicate the extent towhich the statement describes you and your behavior in this situation.Key: 0 = Rarely 1 = Almost rarely 2 = Seldom 3 = Occasionally 4 = More oftenthan not 5 = Often 6 = Almost always1.Does your work help you fulfill some societal goal or0123456
2415468 – SAGE Publications, Inc. (US) ©personal dream that is important to you?2.Are your personal work goals aligned with theorganization’s priority goals?01234563.Are you highly committed to and energized by yourwork and organization, giving them your best ideasand performance?01234564.Does your enthusiasm also spread to and energizeyour coworkers?01234565.Instead of waiting for or merely accepting what theleader tells you, do you personally identify whichorganizational activities are most critical forachieving the organization’s priority goals?01234566.Do you actively develop a distinctive competence inthose critical activities so that you become morevaluable to the leader and the organization?01234567.When starting a new job or assignment, do youpromptly build a record of successes in tasks that areimportant to the leader?01234568.Can the leader give you a difficult assignment withoutthe benefit of much supervision, knowing that you willmeet your deadline with highest-quality work and thatyou will “fill in the cracks” if need be?01234569.Do you take the initiative to seek out andsuccessfully complete assignments that go aboveand beyond your job?012345610.When you are not the leader of a group project, doyou still contribute at a high level, often doing morethan your share?012345611.Do you independently think up and champion newideas that will contribute significantly to the leader’sor the organization’s goals?012345612.Do you try to solve the tough problems (technical ororganizational), rather than look to the leader to do itfor you?012345613.Do you help out other coworkers, making them lookgood, even when you don’t get any credit?012345614.Do you help the leader or group see both the upsidepotential and downside risks of ideas or plans,playing the devil’s advocate if need be?012345615.Do you understand the leader’s needs, goals, andconstraints, and work hard to help meet them?012345616.Do you actively and honestly own up to yourstrengths and weaknesses rather than put offevaluation?0123456
2415468 – SAGE Publications, Inc. (US) ©17.Do you make a habit of internally questioning thewisdom of the leader’s decision rather than just doingwhat you are told?012345618.When the leader asks you to do something that runscontrary to your professional or personal preferences,do you say “no” rather than “yes”?012345619.Do you act on your own ethical standards rather thanthe leader’s or the group’s standards?012345620.Do you assert your views on important issues, eventhough it might mean conflict with your group orreprisals from the leader?0123456Source: Excerpts from Kelley, Robert E. (1992). The Power of Followership: How to Create Leaders People Want toFollow and Followers Who Lead Themselves. New York: Doubleday.ScoringThe Followership Questionnaire measures your style as a follower based on twodimensions of followership: independent thinking and active engagement. Yourresponses indicate the degree to which you are an independent thinker and activelyengaged in your follower role. Score the questionnaire by doing the following. Yourscores will classify you as being primarily one of the five styles: exemplary, alienated,conformist, pragmatist, or passive.1. Independent Thinking Score: Sum of questions 1, 5, 11, 12, 14, 16, 17, 18, 19, and202. Active Engagement Score: Sum of questions 2, 3, 4, 6, 7, 8, 9, 10, 13, and 15Exemplary Followership Style: If you scored high (above 40) on bothindependent thinking and active engagement, your followership style iscategorized as exemplary.Alienated Followership Style: If you scored high (above 40) on independentthinking and low (below 20) on active engagement, your followership styleis categorized as alienated.Conformist Followership Style: If you scored low (below 20) on independentthinking and high (above 40) on active engagement, your followership styleis categorized as conformist.Pragmatist Followership Style: If you scored in the middle range (from 20 to40) on both independent thinking and active engagement, your followershipstyle is categorized as pragmatist.Passive Followership Style: If you scored low (below 20) on bothindependent thinking and active engagement, your followership style iscategorized as passive.
2415468 – SAGE Publications, Inc. (US) ©Followership StyleIndependent Thinking ScoreActive Engagement ScoreEXEMPLARYHighHighALIENATEDHighLowCONFORMISTLowHighPRAGMATISTMiddlingMiddlingPASSIVELowLowSource: Adapted from Kelley, Robert E. (1992). The Power of Followership: How to Create Leaders People Want toFollow and Followers Who Lead Themselves. New York: Doubleday.Scoring InterpretationWhat do the different styles mean? How should you interpret your style? Thefollowership styles characterize how you carry out the followership role, not who youare as a person. At any point in time, or under different circumstances, you may use onefollowership pattern rather than another.Exemplary FollowerExemplary followers score high in both independent thinking and active engagement.They exhibit independent, critical thinking, separate from the group or leader. They areactively engaged, using their talents for the benefit of the organization, even whenconfronted with bureaucracy or other noncontributing members. Up to 35% of peopleare categorized as exemplary followers.Alienated FollowerAlienated followers score high in independent thinking but low in active engagement.This means that they think independently and critically, but are not active in carrying outthe role of a follower. They might disengage from the group at times and may viewthemselves as victims who have received unfair treatment. Approximately 15%–25% ofpeople are categorized as alienated followers.Conformist FollowerConformist follo
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