A633.6.5.RB - Circle of Leadership

As both a leader and a follower in my current organization, I have witnessed and experienced the “vicious circle for leaders”.  In general, when I am a follower in a situation, I generally have a lower confidence level because I know I am a position to learn.  I never want to make a mistake even though mistakes are ok, so when looking at the circle, I can easily see how it can spiral out of control for both a leader and a follower. 

This is something I have witnessed happened over and over again both in my current organization, and also in previous jobs I have held.  The effects that this can have on an organization can spiral into pretty significant.  As a manager, I have begun to recognize that each individual responds differently to advice, training, and general responses to their work.  I find that it is important to recognize these differences when bringing something to their attention.  If this spiral becomes an integral part of the organization it can lead to a lot of problems when attempting to empower employees and have them reach the level V followership.  It can also affect the way they see themselves and their job and can lead them to resent their position because they feel that they are incapable. 

 

A positive cycle that could help to promote change would start out like this:

- The follower is seeking advice and is demonstrating low skill to the leader

- The leader then recognizes an area where he/she may have missed and provides training and different types of tasks to help build confidence.

- The follower’s confidence begins to build because they are feeling successful and empowered by their abilities.

- Leader continues to act as a mentor and slowly adds tasks that provide a higher level of difficulty.

- Follower’s skill/will improves over time and begins to take on more initiative because they are feeling more empowered.  Follower becomes a level V follower and takes initiative, informing the leader routinely.

I feel this would be very successful in my current organization, as both leaders and followers are working together on a daily basis.  There is a lot of opportunity to utilize this concept and help to build a stronger relationship between leader and follower.

Obolensky, N. (2010). Complex adaptive leadership embracing paradox and uncertainty. Farnham, Surrey: Gower.