Kelley’s Followership Model

Effective Followership 

According to Kelley, an effective leader endures establishing an appropriate environment for effective followership. Followership refers to taking the part of a subordinate role and augmenting the synergetic exchange between a follower and a leading role. Bjugstad, Thach, Thompson and Morris (2006) postulated that a n effective leader is thus the one who creates the best environmental condition where followership flourishes. Kelley argued that good followership relies heavily on upward influencing and effective communication. 

Assessing Follower Effectiveness 

By applying and using Kelly's Followership model, a leader can determine the follower's effectiveness. Kelly's model comprises of pragramtist, alienated, passive, conformist, and exemplary. By use of the various concepts and dimensions outlined in the model, a leader can determine a follower's effectiveness. For example, using the active engagement dimension, a leader can quickly determine active followers who can initiate and participate in a task within the organization. According to Bjugstad et al., (2006) by using passive engagement, a leader can identify followers who only wait to be given directions before taking effective action. The dimensions founded within the concept of the model are critical in helping a leader determine the follower's effectiveness within an organization. At the same time, from the model and dimensions, it is easy to identify various categories of followers, especially concerning their effectiveness ( Crossman, 2018) . They include; "Yes" People, Sheep, Alienated, Survivor, and effective followers. The five are measured from two dimensions according to Kelly's model; Independent vs. Dependent and Active vs. Passive. 

Knowledge of Effective Followership 

Knowledge of effective leadership can no doubt help a leader manage and categorize his subordinates properly, thus getting the best out of them. Crossman (2018) argued that t he knowledge is critical as it will enable the leader to tap into subordinate's best attributes; engaging them effectively and helping them perform following the organization's requirements. 

Developing effective followership 

Developing effective followership requires a leader first to create a right and enabling the environment. The leader also needs to build and set the right tone towards helping workers remain as useful as possible ( Bjugstad et al., (2006) . It is also essential for a leader to empower his followers by training them, helping them solve problems and permitting them to put into effect their decisions without waiting for approvals for each engagement or assignment. Thus developing effective followership requires encouraging positive subordinate involvement, encouraging upward pointer and exerting leadership over subordinates work area. 

References 

Bjugstad, K., Thach, E. C., Thompson, K. J., & Morris, A. (2006). A fresh look at followership: A model for matching followership and leadership styles.  Journal of Behavioral and Applied Management ,  7 (3), 304. https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscoho 

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Crossman, J. E. (2018). Followership: A Spiritual Perspective and the Implications for Organizational Practice.  The Palgrave Handbook of Workplace Spirituality and Fulfillment , 1-23.