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Guided Response:
Respond to at least two of your classmates’ posts.
These responses should also contain in-text citations for scholarly resources to support your ideas. Peer responses are not accepted after the last day of the learning week they are due. Please remember to practice online civility when responding to your classmates and adhere to netiquette policies set by the university.
JANA’S POST:
How do follower perceptions affect a leader’s style?
Follower perceptions can be attributed to how well a leader communicates vision and purpose within a group, team, or organization. The followers look to leaders as an example and it is up to the leader to display and portray correct and acceptable behaviors. Follower perceptions and whether or not they align with leadership styles should influence a leader’s behavior. The relationship goes both ways; “If a leader engages in transformational leadership behavior, but is not perceived to do so by followers, then those followers are arguably not experiencing transformational leadership, and are unlikely to display associated responses” (Arran et al, 2021, pg. 4). The leader should familiarize themselves and learn as much as possible about the group or team. Building relationships is pivotal in understanding individual reactions and behaviors. The more a leader provides employees with what is needed, the more likely positive perceptions will be displayed by satisfaction and positive behaviors.
How might you best assess follower perceptions of your leadership style?
The best assessment of follower perception is communicating with followers. Understanding and being empathetic with followers builds a relationship and trust thus allowing followers to be more forthcoming with vital information that leaders can use to better their style of leadership. Additionally, the leader must ensure they are displaying the actions, decision-making, and behaviors they are expecting from followers. Team work begins at the top (Warrick, 2016). It cannot be expected of a team to display exemplary teamwork skills if its leadership is not willing to do the same. Self-reflection and welcoming constructive criticism from mentors and other leaders within the organization are examples of how a leader can assess their own leadership style.
What can/should a leader do when the perceptions of the followers are not aligned with the leader’s self-perceptions?
When follower perception and leader perception are not aligned there are contextual factors that need to be considered. Thoroughgood et al (2011) suggest, “destructive leadership results not simply from dysfunctional leaders but from a confluence of destructive leaders interacting with susceptible followers and conducive environments” (pg. 648). Financial status, poor atmosphere, heavy workloads, etc. can all have devastating effects on follower perception of leadership styles. “In general, the absence of fair decision-making procedures in organizations by high-ranking officials will degrade and deplete an employee’s positive perception of fair distribution of rewards, leading to negative emotions such as feelings of dissatisfaction” (Asnakew & Mekonnen, 2019, pg. 4). These situations reinforce the importance of leaders being in tune and close to said followers. An authentic leadership style would best serve when re-aligning follower perception. This style focuses on the leader’s self-awareness and capability of creating harmonious atmospheres within an organization. Using this style and coupling it with assessing employee/follower job satisfaction will help to pinpoint where the miscommunication lies causing unintended perceptions to develop or disruptive behaviors are being displayed. “An important characteristic of authentic leadership refers to the extent to which the managers understand their own strengths, weaknesses, values and motives” (Cerne et al., 2014, pg. 455). Accepting and embracing strengths and weaknesses allows a leader to relate to followers. In many instances leaders are placed on heroic levels making it intimidating for subordinates to approach or be transparent with information. Leaders who can relate to followers, empathizing and growing together promote a healthy atmosphere and culture that allows for quicker discover of disruptions. This is a best approach as it promotes team improvements, inclusive of all members. Leaders have the opportunity to grow and improve as well and when this development happens concurrently with follower development, it enhances relationships and bonds.
God bless and have a great night.
-Jana H.
Arran Caza, Brianna B. Caza, & Barry Z. Posner. (2021). Transformational Leadership across Cultures: Follower Perception and Satisfaction. Administrative Sciences, 11(32), 32. https://doi.org/10.3390/admsci11010032
Asnakew, Z., Mekonnen, Y. (2019, January). Unethical leadership and follower’s deviance: The mediating role of perception of politics and injustice. https://scholar.valpo.edu/cgi/viewcontent.cgi?article=1250&context=jvbl.
Cerne, M., Dimovski, V., Maric, M., Penger, S., & Skerlavaj, M. (2014). Congruence of leader self-perceptions and follower perceptions of authentic leadership: understanding what authentic leadership is and how it enhances employees’ job satisfaction. Australian Journal of Management, 39(3). Doi/pdf/10.1177/0312896213503665.
Thoroughgood, C. N., Hunter, S. T., Sawyer, K.B. (2011). Bad apples, bad barrels, and broken followers? An empirical examination of contextual influences on follower perceptions and reactions to aversive leadership. Journal of Business Ethics, 100(4), ppg. 647-672. DOI 10.1007/s10551-010-0702-z.
Warrick, D. D. (2016). Leadership: A high impact approach. Bridgepoint Education.
IRMA’S POST:
· Using the overview provided in this week’s lecture and readings, how do follower perceptions affect a leader’s style?
Leadership approach includes both leaders and followers that interlink together. Leaders empower their employees through influencing and engage their followers by creating the company’s vision and guiding them to reach those goals together. Leadership is an integral part of the organization similarly to followers to accomplish those goals and reach success. Warrick (2016) stated, “path-goal theory is based on the assumption that leader effectiveness comes from motivating employees to accomplish personal and organizational goals (sect. 3.4). Followers are those employees that are inspired by their leaders that want to be a part of that vision to learn and grow. Followers play a central role that of that leadership process and the relationship is interdependent.
· How might you best assess follower perceptions of your leadership style?
Since I am not in a manager position, my leadership style leans more towards a supportive style as a human resources partner. Warrick (2016) stated, “the leader is warm and friendly and shows genuine concern for a follower’s needs” (sect. 3.4). My role is specifically to support employees through many HR related items such as performance management, career development, but also with personal growth. The last two years my leadership style has shifted more towards supporting employees through difficult personal situations that were enhanced since COVID and vaccination concerns.
· What can/should a leader do when the perceptions of the followers are not aligned with the leader’s self-perceptions?
The leader can ask followers for feedback to find ways to improve their leadership style and also be flexible to adjust as necessary depending on the circumstances. Additionally, leaders need to be aware of being consistent with their styles to not cause disruption or confusion for the followers (Warrick, 2016). Yammarino et al. (2002) stated, “given exchange theory, when a subordinate perceives that a superior’s supports his or her sense of self-worth, the subordinate takes more personal responsibility for the support focuses on the subordinate’s individual differences, such as needs, feelings, and integrity” (p. 93).
· Why do you believe this assessment method to be the best option?
In my own personal assessment, I believe the situational leadership model is the best option for a leader to follow. Warrick (2016) stated, “in this system, the forces affecting the leader include the person’s value system, confidence in subordinates, leadership inclinations, and feelings of security in an uncertain situation” (sect. 3.4). The situational leadership style also allows more flexibility based on the need and readiness of the follower (Warrick, 2016). Depending on the circumstance, the leader becomes more familiarized with the needs of their followers and their motivational interest which also increases their confidence and wanting to improve their skills (Warrick, 2016).
References:
Warrick, D. D. (2016). Leadership: A high impact approach. Bridgepoint Education. Retrieved from
https://content.ashford.edu/ (Links to an external site.)
Yammarino , F. J., & Dansereau, F. (2002). Individualized leadership. Journal of Leadership and Organizational Studies, 9(1), 90-99. doi:10.1177/107179190200900107
Guided Response: Respond to at least two of your classmates’ posts.
These responses should also contain in-text citations for scholarly resources to support your ideas. Peer responses are not accepted after the last day of the learning week they are due. Please remember to practice online civility when responding to your classmates and adhere to netiquette policies set by the university.
NNENNA’S POST:
A group can be viewed as when two people or more are classified together, with a common goal while a team are a collection of individuals who are linked together to achieve a common goal. The difference as explained by Warrick (2016 Ch. 7.1), is “Consider a group as a broader term that encompasses a wide range of activities and a team as a specific kind of formal group of individuals with not only a common purpose but also interdependent roles and complementary skills. All teams can be considered groups, but not all groups would be considered teams”. Critical thinking and decision-making skills are essential when deciding the approach on leading teams and groups because there are differences so strategic planning is needed. Baack (2012) explains the difference between group and team and states that “teams become distinct from groups when synergies emerge from greater interdependence and shared effort.” Formal groups are formed within teams to achieve the goals and objectives of an organization while informal groups emerge amongst teams for social reasons. Communication with these employees must be crystal clear, concise, and transparent to avoid misunderstanding or confusion on their roles and expectations. Transparency in clarifying set goals and explaining why decisions are made is key to maintaining peace within teams and groups. Active listening on the part of the managers is very important in gaining trust. Effective leadership traits such as ethics, honesty, great communication skills, transparency and much more will build a good rapport with followers and earn trust. These will result in cohesiveness within the teams or groups which in turn correlates to high performance, positive morale, and low turnover rates.
References
Baack, D. (2012).
Management communication
[Electronic version]. Retrieved from
https://ashford.content.edu (Links to an external site.)
Warrick, D. D. (2016). Leadership: A high-impact approach. San Diego: Bridgepoint Education.
BRUCE’S POST:
Group and teams are similar but not defined as the same. ” A group is two or more people gathered together for a common purpose” ( Warrick, 2016 ). Groups that are formal are built so that they can collaboratively work together for an desired outcome for things like safety in the work place or violence in the work place. Informal groups tend to be around certain activities like sports, outdoors, etc. Groups are more people who come together to organize their efforts together. Team is people who come together to share a common goal of an outcome. Groups can work independent form each other while team members rely on each member of the team.
Leaders can influence both groups and teams. Leaders must clearly understand what the group is working together on and what the teams focus is on. Influence both groups and teams with the organizations mission, the organizations values, culture, and growth. Leaders can influence individual growth in groups and inspire individuals to grow and develop professionally. Influence is key to establishing productive teams and groups. Communication is key in the ability to influence. Leaders can reward, add value, add measure in a team build or groups but if the leader is unable to provide those rewards the groups or teams longevity is potentially less. Leader need to find ways to encourage groups and values by rewards and recognition. This will provide the leader with a trust base and encourage the leaders influence. The leader’s communication ability, consistent management, compassion or empathy, connection to the organizations mission will all factor in to the leader’s ability to strategically influence the group or team.
References:
Warrick, D. D. (2016).
Leadership: A high impact approach
. Bridgepoint Education.
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