A633.6.4.RB – Circle of Leadership
It is interesting to consider the amount of interaction a leader needs with subordinates and the amount of interaction subordinates need with a leader. According to Obolensky (2010), this depends almost entirely upon leadership behavior (p. 159). He elaborated by saying, “We are programmed to see leadership in a hierarchic way and, as transactional analysis suggests, the way a leader acts will program the way that followers operate; and vice versa” (pp. 159-160).
Obolensky (2010) presented a typical vicious circle for leaders (p. 162). He said that this vicious circle is entered into by the behaviors of both the leader and the follower. For instance, a follower that asks for advice is considered by the leader to have low skill and this reduces the leader’s confidence in the follower. This in turn gets the leader to take a more hands-on approach with the follower, which lowers the follower’s confidence, and this makes the follower think he has to defer to the leader more and the cycle repeats itself.
This vicious circle for leaders (Obolensky, 2010) has happened while working as a medical assistant and in other organizations that I have work for too. In fact, it has happened to me. I was approached my team lead to ask how to cast patients for custom orthotics. Her immediate reaction was that of hesitation and proceeded to show me how to get it done. This lead me to believe that in the future, I needed to get her approval before if in doubt or pretty much anything I did.
The effects of being in the vicious circle are positive and negative. One positive effect is that the leader sees that the follower can follow directions. A negative effect is that the follower becomes hesitant and does not take more initiative (Obolensky, 2010). How does a person, leader or follower, break the vicious circle? One way the circle can be broken is by having leaders institute and practice upward and downward communication.
This week discussion provided some unique perspectives on the different organizations that our Embry-Riddle Aeronautical University’s Strategic Leadership class employed. Collectively, we discussed upward and downward communication in our organizations while discussing upward leadership, and how it was or was not practiced in our organizations. I also found it interesting that my husband and I, both had different perspectives of our own organization, but not surprising I guess when we acknowledged that we work across two different fields, and the cultures of each are different. The perspectives from fellow associates at work also enlightened me, as I challenged them to discuss upward leadership’s effectiveness in terms with our roles as medical assistants within the medical facility team.
The insights provided by the students illustrate the effects of the vicious circle on organizations. Everyone’s perspectives vary, and although, I find myself, as the only student working in the medical field; I can also distinguish similarities when it comes to the negative impact that leaders can relate if not properly prepared. The same comes with followers, as not all followers are good followers. One aspect of the solution needed to stay out of the vicious circle is with effective followership. The Harvard Business Review (1988) stated that effective followers think for themselves, carry out their duties and assignments with energy and assertiveness, they are risk takers, self-starters, and independent problem solvers (pp. 143-144). Additionally, suggested that, “Effective followers are well-balanced and responsible adults who can succeed without strong leadership” (Kelley, 1988, p. 144).
Followers can also be leaders. Within my organization, subordinates often became situational leaders and leaders often became situational followers. It really depends on the situation and how others perceived each other. When in the role of a leader, leaders are effective when others acknowledge them as such by listening seriously to their ideas, valuing and following their suggestions and turning to them for advice (“How to Lead when You’re not the Boss,” 2000).
To create a better circle in my organization that would promote followership and leadership at the lower levels, I would institute educational training that brings the issue to light. I would also practice leadership and followership to provide an example for subordinates, peers, and upper leadership. An excellent way to create a better circle is to institute the type of upward leadership described by Useem (2001). Useem stated that, a common element among those who successfully lead up is a driving urge to make things happen, and an unflinching willingness to take charge when not fully in command. As suggested by Useem (2001), such leadership can be inspired when executives are willing to take the time to create the right culture.
It is important for members of an organization, especially the leaders to understand leadership and followership. Obolensky, (2010) said, “We can see the followership side of the equation is as important as the leadership side” (p. 163). He said, the two combine into a dynamic duo, which can get better results in a more sustained way than the typical oligarchic approach. After all, aren’t better results the goal?
References
How to lead when you're not the boss. (Cover story). (2000). Harvard Management Update, 5(3), 1 -3. Retrieved from http://web.a.ebscohost.com.ezproxy.libproxy.db.erau.edu/ehost/pdfviewer/pdfviewer?sid=efd04f41-eb97-4688-9a26-0aa3801b1e36%40sessionmgr4004&vid=1&hid=4107
Kelley, R. E. (1988). In Praise of Followers. Harvard Business Review, 66(6), 142-148.
Obolensky, N. (2010). Complex adaptive leadership. (2nd Edition). London, UK: Gower/Ashgate.
Upward leadership: How to engage your leaders. (2015). PR Newswire. Retrieved from http://www.prnewswire.com/news-releases/upward-leadership-how-to-engage-your-leaders-61998277.html
Useem, M.
(2001). Mastering people management: The ups and downs of leading
people. Financial Times. Retrieved from http://karamah.org/wpcontent/uploads/2011/10/UseemUpsandDowns.pdf
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