Leadership Development Saudi electronic university Reply to discussion Leaders Can’t Lead without Followers
Among the typologies of followership outlined by Northouse (2022), one behavior that defines a follower is exemplified by the “Zaleznik Typology.” Zaleznik’s typology identifies four types of followers: the alienated follower, the conformist follower, the pragmatist follower, and the passive follower. Among these, the behavior of conformist followers stands out for its significance in organizational dynamics. Conformist followers are characterized by their tendency to align with the prevailing norms and expectations within the organization. They prioritize fitting in and adhering to established procedures and protocols. Conformist followers tend to avoid conflict and dissent, preferring to maintain harmony and stability in the workplace. They often demonstrate strong loyalty to authority figures and are willing to follow directives without question (Northouse, 2022). The transformational leadership style studied this term is best suited for conformist followers’ behavior. Transformational leaders inspire and motivate their followers by articulating a compelling vision, fostering innovation, and encouraging individual growth and development. By appealing to followers’ values and aspirations, transformational leaders can engage conformist followers and align their efforts towards shared goals. Additionally, transformational leaders emphasize collaboration and empowerment, creating a supportive environment where conformist followers feel valued and appreciated (Northouse, 2022). The behavior of conformist followers can have both positive and negative impacts on the organization. On the positive side, conformist followers contribute to organizational cohesion and stability by adhering to established norms and facilitating smooth operations. They ensure consistency and reliability in executing tasks and processes, enhancing overall efficiency and effectiveness. However, excessive conformity can also stifle creativity and innovation, limiting the organization’s ability to adapt to changing circumstances. Moreover, conformist followers may be less likely to challenge faulty assumptions or propose alternative solutions, potentially leading to missed opportunities or suboptimal outcomes (Northouse, 2022). Leaders can develop followership among conformist followers through several strategies. Firstly, leaders should communicate a clear and compelling vision that resonates with followers’ values and aspirations, inspiring them to contribute towards shared goals. Secondly, leaders should foster a culture of psychological safety where followers feel comfortable expressing their opinions and ideas without fear of reprisal. Encouraging open dialogue and constructive feedback cultivates trust and mutual respect within the organization. Additionally, leaders should provide opportunities for skill development and career advancement, empowering conformist followers to grow and excel in their roles. By recognizing and appreciating their contributions, leaders can motivate conformist followers to actively engage and invest in the organization’s success (Northouse, 2022). References: Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). Sage Publications. Kelley, R. E. (1988). In praise of followers. Harvard Business Review, 66(6), 142-148. Chaleff, I. (1995). The courageous follower: Standing up to & for our leaders. Berrett-Koehler Publishers. Kellerman, B. (2008). Followership: How followers are creating change and changing leaders. Harvard Business Press. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press. Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and charismatic leadership: The road ahead (10th ed.). Emerald Group Publishing.
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