The Kelley Model Of Followership Write An Essay
Research the Kelley model of followership. Write an essay describing how a leader might utilize the Kelley model of followership to assess follower effectiveness, and discuss how this leader might develop this individual into a more effective follower. The following article from the required reading section of this unit will help you with this assignment: Bjugstad, K., Thach, E., & Thompson, K. (2006). A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral & Applied Management, 7(3). Retrieved from 9h&AN=&site=ehost-live&scope=site
Be sure to include the following in your paper:
Describe the importance of organizational climate and motivation.
Describe Kelley’s model of effective followership (moving between roles).
Explain how knowledge of effective followership can help one’s leadership perspective.
Follow the guidelines below:
Writing should include proper grammar, sentence structure, and writing mechanics.
Organization should be logical, clear, and appropriate.
Provide strong evidence of critical thinking.
Make use of logical transitions.
Paragraphs should contain strong topic sentences.
Your paper should be at least two pages in length.
All sources used must be referenced; paraphrased and quoted material must have accompanying citations in APA format.
Paper For Above instruction
The dynamic nature of organizational leadership necessitates a comprehensive understanding of followership, especially as described by the Kelley model. The Kelley model of followership emphasizes that followers are active participants in the leadership process, capable of moving between different roles based on their engagement, competence, and motivation. This model underscores the reciprocal relationship between leaders and followers, highlighting that effective followership is integral to
organizational success.
Organizational climate and motivation significantly influence followership effectiveness. A positive organizational climate fosters trust, open communication, and a shared sense of purpose, which motivate followers to engage proactively with their roles (Kouzes & Posner, 2012). Motivation, in this context, pertains not only to extrinsic rewards but also to intrinsic factors such as job satisfaction, personal development, and alignment with organizational values. When followers perceive their environment as supportive and their contributions as meaningful, they are more likely to exhibit influential followership behaviors, which in turn enhances overall organizational performance.
The Kelley model identifies four primary types of followers arranged along two axes: a follower's level of critical thinking and their level of participation. These roles include isolates, contributing followers, alienated followers, and exemplary followers (Kelley, 1988). Exemplary followers are characterized by high critical thinking and active participation; they are independent, responsible, and committed. Contributing followers, while motivated and participative, may lack critical engagement. Alienated followers are independent but disengaged, often skeptical of leadership, while isolates are disengaged and passive.
Understanding these roles enables leaders to tailor their management approaches to enhance follower effectiveness. For instance, leaders can foster development in alienated followers by encouraging critical thinking and reintegrating them into organizational activities, thereby transforming them into more active and committed contributors. Similarly, recognizing exemplary followers allows leaders to leverage their strengths, entrusting them with greater responsibilities and fostering their growth into future leaders.
Knowledge of effective followership, particularly through the Kelley model, enriches a leader's perspective by emphasizing the importance of developing followers' capacities and motivations rather than solely focusing on directive leadership. Leaders who appreciate the diversity of follower roles are better equipped to create an environment where followers are empowered to take initiative and display leadership qualities themselves (Chaleff, 2009). Moreover, this understanding encourages leaders to adopt a more participative and coaching-oriented style, which enhances team collaboration and organizational resilience.
In conclusion, the Kelley model offers a valuable framework for assessing and developing follower effectiveness. By understanding the different roles followers occupy and the factors that influence these roles, leaders can foster a motivated, engaged, and capable workforce. Such an approach not only
improves organizational outcomes but also contributes to the personal growth of followers, ultimately forming a more dynamic and resilient organizational environment.
References
Chaleff, I. (2009). The Courageous Follower: Standing Up to & for Our Leaders. Berrett-Koehler Publishers.
Kelley, R. E. (1988). In Praise of Followers. Harvard Business Review, 66(6), 142–148.
Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Jossey-Bass.
Bjugstad, K., Thach, E., & Thompson, K. (2006). A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral & Applied Management, 7(3), 161-173. https://doi.org/10.1037/h0037717
Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
Uhl-Bien, M., & O’Reilly, C. A. (2018). Leadership as a complex adaptive system. Leadership & Organization Development Journal, 39(7), 824–837.
Kouzes, J., & Posner, B. (2017). The Truth About Leadership: The No-Fads, Heart-of-the-Matter Facts You Need to Know. Jossey-Bass.
Russell, R. F., & Stone, A. G. (2002). A Review of Servant Leadership Attributes: Developing a Practical Model. Leadership & Organization Development Journal, 23(3), 145-157.
Goffee, R., & Jones, G. (2006). Why Should Anyone Be Led by You? Harvard Business Review Press. Graeff, C. L. (1997). Evolution of Situational Leadership Theory: A Critical Review. Leadership & Organization Development Journal, 18(5), 16-24.