Several researchers have written many documents on leaderships and its effectiveness. However, not many of them have given time to reflect on the positive aspects of followership. Bjugstad, Thach, and Thompson (2006) state that there is little materials that discuss the benefits of followership because the term is overly stigmatized and associated with negative terms such as weak, passive, and conforming. However, the author states that the very few writers who have shed light on the importance of followership have shown that followership has many benefiting factors just as leadership in any organization as discussed below.
Leaders in any organization can rely on the Kelley model to access the effectiveness of their followers and even make them efficient people in an organization. Using the model enables the leaders to evaluate and categorize their followers as either independent critical thinkers or dependent uncritical thinkers (Bjugstas, Thach, & Thompson, 2006). The independent and critical thinkers are those followers who are innovative, creative and great critical thinkers who can make an effective decision in the organization. Dependent critical thinking followers in any organization also work side by side with the leaders and aim to be truthful and honest at all time even if it means disagreeing with the leaders (Bjugstas, Thach, & Thompson, 2006). On the other hand, the leaders will also know the followers who are dependent uncritical thinkers who mainly depend on the leaders to tell them what to do. They are incapable of coming up with their own decisions and are less innovative.
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Furthermore, it is important for leaders to evaluate the organizational climate and the nature of motivation of the employees to ensure that they come up with effective followers in their firms. For example, the leaders should ensure that the organizational environment makes it possible for the leaders to work effectively, be innovative and be motivated to take on several tasks. This way, they will be able to categorize their followers as dependent critical thinkers or independent uncritical thinkers. They should also motivate them to take on different roles able proactive in completing their duties and providing new ideas to the firm.
Kelley’s model of effective followers categorizes followers regarding thinking and acting. Kelley states that followers can be critical thinkers who take the role of being criticizers, innovators, and ensures that they contribute to organizational success. Moreover, critical thinkers in the firm also ensure that they consider the impacts of their actions. However, dependent noncritical thinkers are always doing everything they are told without asking any questions. Moreover, the followers in Kelley’s model are also considered as alienated, capable, conformist, and exemplary followers. In this model, each follower plays different roles that lead to the wholesomeness of the organizations (Bjugstas, Thach, & Thompson, 2006). Exemplary followers have the potential of becoming effective leaders. Independent followers are capable of bringing innovative ideas into the company to make it successful and competitive.
Kelley’s model provides important information that makes it possible for leaders to have effective knowledge of followers. The leaders can know their followers and their respective capabilities. For example, the leaders can know exemplary followers who are capable of running organizational activities to the extent of receiving success. Such knowledge of effective followers can shape leadership perspectives when they want to delegate duties in the organizations. They can decide to take the exemplary ad innovative followers to take on various important duties in the organization. On the same note, the leaders can also use the knowledge of effective followers to make it possible for them to train future leaders in the organization. They can choose the exemplary and innovative followers to assume some leadership duties preparing them for leadership positions in the firm.
Reference
Bjugstas, K., Thach, E., & Thompson, K. (2006). A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral & Applied Management. Vo 7 Issue 3 , 304-319.
