Fluent Essays

Assessment Submission Length: 10–15 PowerPoint slides file and Last slide should have APA references,  plus an accompanying written script in work document explaining each slide.     Part 1: Followership Defined (approximately 3–5 slides) Identify the qualities and      behaviors of followers who contribute to the success of an organization. Using at least one example      from your professional life, analyze how leaders can draw value from their      followers. Summarize the      responsibilities of followers in an age in which the complexities of      leadership and pace of change are ever increasing. Part 2: The Leader-Follower Interaction (approximately 3–5 slides) Analyze how followers can      influence the effectiveness or ineffectiveness of leaders. Hint: Your analysis should consider how followers empower or enable       leaders’ behaviors (for good or bad). Illustrate how followers      can effectively communicate and collaborate with a leader whose style is      not consistent with what they desire or with a leader they do not admire. Propose at least three      strategies for how leaders can better empower and support followers in      meeting their goals. Part 3: Traits of Leadership and Followership (approximately 4–5 slides) Examine how personal      traits influence how one leads and how one follows. Draw on professional      and personal experience to provide examples. Analyze how a follower can      contribute to effective leadership in an organization. Provide at least      one example to support your analysis. Analyze how a leader can      encourage effective followership in an organization. Provide at least one      example to support your analysis. Identify at least one      personal trait you would like to improve upon to become a more effective      leader and at least one trait you would like to improve upon to become a      more effective follower. Explain why these improvements would be a benefit      to you and to an organization. DL002- Assessment Instructions Assessment Instructions DL002 Assessment Instructions Photo Credit: fizkes / Adobe Stock Review the details of your assessment including the rubric. You will have the ability to submit the assessment once you submit your required pre-assessment and engage with your Faculty Subject Matter Expert (SME) in a substantive way about the competency. Overview For this Performance Task Assessment, you will develop a presentation, geared toward leaders, on the important interplay of leaders and followers within an organization and will highlight specific strategies for effective leadership and followership. Additionally, you will reflect on personal qualities you would like to improve to become a more effective leader and follower. Assessment Submission Length: 10–15 PowerPoint slides, plus an accompanying written script Instructions To complete this Assessment, do the following: · Review, as needed, the following resource, which includes links to helpful information about using Microsoft PowerPoint: · Walden University Academic Skills Center. (n.d.). Microsoft PowerPoint. https://academicguides.waldenu.edu/academic-skills-center/skills/ms-office/powerpoint · In the DL002_Assessment_Template_Part1 file, complete your work on the PowerPoint slide deck, using your Pre-Assessment submission as a starting point and incorporating any feedback as appropriate. · Download the DL002_Assessment_Template_Part2 (Word document), which you will use to create the script that accompanies your PowerPoint presentation. · Be sure to adhere to the indicated assignment length. Before submitting your Assessment, carefully review the rubric. This is the same rubric the assessor will use to evaluate your submission and it provides detailed criteria describing how to achieve or master the Competency. Many students find that understanding the requirements of the Assessment and the rubric criteria help them direct their focus and use their time most productively. Important Information on Interpreting the Assessment Rubric (click to expand)  Rubric All submissions must follow the conventions of scholarly writing. Properly formatted APA citations and references must be provided where appropriate. Submissions that do not meet these expectations will be returned without scoring. This Assessment requires submission of a 10- to 15-slide PowerPoint presentation, as well as a Word document that contains a written script to accompany the presentation. Save both of these files as DL002_firstinitial_lastname, one for each file type (for example DL002_J_Smith.pptx and DL002_J_Smith.docx). When you are ready to upload your completed Assessment, use the Assessment tab on the top navigation menu. Important Note: As a student taking this Competency, you agree that you may be required to submit your Assessment for textual similarity review to Turnitin.com for the detection of plagiarism. All submitted Assessment materials will be included as source documents in the Turnitin.com reference database solely for the purpose of detecting plagiarism of such materials. Use of the Turnitin.com service is subject to the Usage Policy posted on the Turnitin.com site. Leadership and Followership Presentation An important part of mastering any topic in social science (and leadership is such a topic) is being able to explain how and why an observed practice, or set of witnessed behaviors and interactions among people, led to intended outcomes or not. The key to your evaluation will be to use relevant documented best practices and theoretical frameworks about leadership and followership to support your evaluations. For example, it is one thing to have an opinion about why someone is an effective leader; it is quite another to be able to explain how and why they are effective, using leadership knowledge to support your reasoning. For this Performance Task Assessment, you have been asked by your manager to present at this year’s annual Dynamic Leadership conference. The subject of your presentation is on followership and how it contributes to effective leadership in a business context. For this presentation, you will need to provide a PowerPoint slide deck along with a written script that you would use to give your presentation. The presentation is scheduled to be 30 minutes in length. The PowerPoint deck should be professional looking, using a business-appropriate design. As you prepare your presentation and script, be sure to cover all of the following items in your presentation, including the incorporation of references to appropriate academic sources, such as those found in the learning resources from this Competency, or those in the Walden Library. Click each of the items below for more information on this Assessment. Part 1: Followership Defined (approximately 3–5 slides) · Identify the qualities and behaviors of followers who contribute to the success of an organization. · Using at least one example from your professional life, analyze how leaders can draw value from their followers. · Summarize the responsibilities of followers in an age in which the complexities of leadership and pace of change are ever increasing. Part 2: The Leader-Follower Interaction (approximately 3–5 slides) · Analyze how followers can influence the effectiveness or ineffectiveness of leaders. · Hint: Your analysis should consider how followers empower or enable leaders’ behaviors (for good or bad). · Illustrate how followers can effectively communicate and collaborate with a leader whose style is not consistent with what they desire or with a leader they do not admire. · Propose at least three strategies for how leaders can better empower and support followers in meeting their goals. Part 3: Traits of Leadership and Followership (approximately 4–5 slides) · Examine how personal traits influence how one leads and how one follows. Draw on professional and personal experience to provide examples. · Analyze how a follower can contribute to effective leadership in an organization. Provide at least one example to support your analysis. · Analyze how a leader can encourage effective followership in an organization. Provide at least one example to support your analysis. · Identify at least one personal trait you would like to improve upon to become a more effective leader and at least one trait you would like to improve upon to become a more effective follower. Explain why these improvements would be a benefit to you and to an organization. Leadership and Followership Presentation Walden University DL002: Leadership and Followership Today’s Agenda Part 1: Followership Defined Part 2: The Leader-Follower Interaction Part 3: Traits of Leadership and Followership Part 1: Followership Defined Qualities and Behaviors of Effective Followers Effective followers: manage themselves well. are committed to the organization and to a purpose, principle, or person outside themselves. build their competence and focus their efforts for maximum impact. are courageous, honest, and credible. Bosses are not necessarily good leaders; subordinates are not necessarily effective followers. Kelley Effective followers share a number of essential qualities: 1. They manage themselves well. 2. They are committed to the organization and to a purpose, principle, or person outside themselves. 3. They build their competence and focus their efforts for maximum impact. 4. They are courageous, honest, and credible. The Value of Followers The benefit of a truly effective follower can be seen in how they Proactively address problems Make decisions for the benefit of the whole not just themselves Act morally in the face of difficult tasks/situations. Example: Jennifer and the Lost Package Responsibilities of Followers Display loyalty Serve as a change agent Teamwork Think and work independently and critically Maintain integrity Schindler, J. H. (2014). Followership theory. In Followership: What it takes to lead (pp. 11–18). Business Expert Press. Part 2: The Leader-Follower Interaction The Influence of Followers Helping the leader improve Be realistic Strive to understand Build a relationship Be a resource Ask for advice Be transparent Be thankful Be honest Effective Follower Communication and Collaboration Building a relationship from a platform of frustration: Inquire Advocate Connect Ancona, D., Malone, T. W., Orlikowski, W. J., & Senge, P. M. (2007, February). In praise of the incomplete leader. Harvard Business Review, 85(2), 92–100. Leadership Strategies to Empower and Support Followers Identify where your follower is on the 4D model. Are they a Disciple, Doer, Disengaged, or Disgruntled follower? Construct and encourage an atmosphere where the leaders follow first. Be trustworthy. Adair, R. (2008). Developing great leaders, one follower at a time. In R. E. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 137–153). John Wiley & Sons. Rothstein, M. D. (2019). Great leaders follow first: Nine rules for dynamic followership. Air and Space Power Journal, 33(2), 4–14. Shahzadi, G., John, A., Qadeer, F., & Mehnaz, S. (2017). Followership behavior and leaders’ trust: Do political skills matter? Pakistan Journal of Commerce and Social Sciences, 11(2), 653–670. Part 3: Traits of Leadership and Followership Influence of Personal Traits We lead and follow from our character. Be humble Be dependable Be professional Be action oriented “The personality characteristics that will get you chosen as a leader are not always the same as the ones that will make you effective in that role.” Nei, K., & Nei, D. (2018, September 10). Don’t try to be the “fun boss”—and other lessons in ethical leadership. Harvard Business Review Digital Articles, 1–4. http://hbr.org A Follower’s Contribution to Effective Leadership A follower who is loyal, servant minded, team oriented, independent, and moral improves the upward leadership of an organization drastically. Example: Phil and the secret phone call Encouraging Effective Leadership Embracing the right personal traits of humility, dependability, professionalism, and action focused will encourage followers in their followership. Example: Kris and the humble decision Becoming a Better Leader and Follower To improve as a leader I need to be less of a “fun boss” and more of a professional leader. Benefit: Avoid unintentional pitfalls To improve my role as a follower I need to be more honest in tough conversations with my leaders. Benefit: Displaying independent and critical thinking will help in making more well-rounded decisions by senior leaders. References Adair, R. (2008). Developing great leaders, one follower at a time. In R. E. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 137–153). John Wiley & Sons. Ancona, D., Malone, T. W., Orlikowski, W. J., & Senge, P. M. (2007, February). In praise of the incomplete leader. Harvard Business Review, 85(2), 92–100. Nei, K., & Nei, D. (2018, September 10). Don’t try to be the “fun boss”—and other lessons in ethical leadership. Harvard Business Review Digital Articles, 1–4. http://hbr.org Rothstein, M. D. (2019). Great leaders follow first: Nine rules for dynamic followership. Air and Space Power Journal, 33(2), 4–14. Shahzadi, G., John, A., Qadeer, F., & Mehnaz, S. (2017). Followership behavior and leaders’ trust: Do political skills matter? Pakistan Journal of Commerce and Social Sciences, 11(2), 653–670. Schindler, J. H. (2014). Followership theory. In Followership: What it takes to lead (pp. 11–18). Business Expert Press. [Delete all information in brackets. Include a reference list at the end of your presentation. Reference list entries take the same format they would in a paper. For more information about formatting your reference list, please visit the following site: https://academicguides.waldenu.edu/writingcenter/apa/references.] Leadership and Followership Presentation: Script Prepared by: XXXXXx Date: xx/xx/xxxx Walden University DL002: Leadership and Followership 1 Part 1: Followership Defined Slide 2: Agenda Welcome! Today we will discuss the important relationship of leaders and followers within our organization and will highlight specific strategies for effective leadership and followership. Additionally, I will reflect on personal qualities I would like to improve to become a more effective leader and follower. Our specific topics are: · Followership Defined · The Leader-Follower Interaction · Traits of Leadership and Followership Slide 3: Part 1: Followership Defined In the first part of today’s presentation, I will spend several minutes of our time defining the qualities of effective followers, the value of effective followers, and finally the responsibilities of followers. Slide 4: Qualities and Behaviors of Effective Followers “Bosses are not necessarily good leaders; subordinates are not necessarily effective followers.” Kelley We need to have a proper definition of followership to fully understand how good leaders and good followers coexist and collaborate in our organization. Effective followers share several essential qualities: 1. They manage themselves well. a. Self-management reduces the stress on the leader to “babysit” the follower; thus, allowing the leader to focus on vision and direction. 2. They are committed to the organization and to a purpose, principle, or person outside themselves. a. Certainly, this affects the organization in a positive way but for the followers themselves, this quality allows them to operate in a self-actualized space in terms of their hierarchy of needs. 3. They build their competence and focus their efforts for maximum impact. a. I believe this quality directly flows from their self – management. Thy are not satisfied with the “status quo” personally. Additionally, they are aware of what they are best and focus their efforts on that body of work to be the best they can be in their role. 4. They are courageous, honest, and credible. a. This is the moral clause of a being an effective follower. Possessing these qualities are what sets apart the average follower from the truly effective follower. i. Courageous = bold yet humble ii. Honest = truthful yet not shy iii. Credible = Trustworthy and transparent Slide 5: The Value of Followers Flowing directly out of the qualities of an effective follower are the benefits of a truly effective follower. In explaining their value, I will relate this to the root qualities that drive this value. Their value can be seen in how they 1. Proactively address problems a. Manage themselves well b. Focusing their efforts for maximum impact c. Courageous 2. Make decision for the benefit of the whole not just themselves a. Committed to something outside themself b. Credible 3. Act morally in the face of difficult tasks/situations. a. Honest For example: Jennifer and the Lost Package · UPS customer service at Christmas time · Lost engagement ring in Denver · Jennifer personally committed to finding this lost package. · spent approximately 12 hours on the phone continually with support center staff to make sure that this package was found and delivered on time. · She displayed all the qualities of an effective follower and demonstrated her incredible value to our organization. Slide 6: Responsibilities of Followers 1. Display loyalty a. Not blind loyalty but truthful, honest loyalty 2. Serve as a change agent a. Demonstrate diligence in improving processes, products, etc. 3. Teamwork a. Understands the complexities of working on a team of human beings and works to be credible with each one. 4. Think and work independently and critically a. Thinks before acting and independently exercises proper discernment as it pertains to making the best decision. Yet humble enough to bounce their thoughts off peers and leaders to make sure their decision is well-rounded. 5. Maintain integrity a. This requires courage and honesty to stay committed to doing the right thing at the right time for the right reasons. And when mistakes happen, the follower willing accepts responsibility. Part 2: The Leader-Follower Interaction Slide 7: Part 2: Th Leader-Follower Interaction Having defined what a follower is we next need to understand the dynamics of the leader-follower interaction. Slide 8: The Influence of Followers The influence of followers on leaders can directly correlate to a leaders’ good or bad behaviors. 1. Be realistic a. All leaders are fallible and make mistakes. A follower with unrealistic expectations of their leader’s role both for them and the organization puts undue pressure on the leader. 2. Strive to understand a. Asking good questions of the leader will help them improve by making sure they are communicating their vision effectively and avoid potential unforeseen pitfalls. 3. Build a relationship a. A follower must learn to trust their leader and vice-versa. This happens best by open, honest, two-way communication. 4. Be a resource a. A follower aligned with the purposes and vision of the organization will have the confidence of their leader and can take on more tasks as a valuable resource in the company. 5. Ask for advice a. Humbly asking for advice of the leader will more likely will lead to the leader giving effective counsel rather than unsympathetic criticism. 6. Be transparent a. Telling the leader what is needed to succeed will help the leader know what to give the follower. 7. Be thankful a. The follower who compliments and thanks the leader for treating him well will reinforce such behavior. 8. Be honest a. Telling your leader, they are being productive or counterproductive in their leadership will help recognize the need for continued progress or potential change. Slide 9: Effective Follower Communication and Collaboration 1. Inquire · listen with the intention of genuinely understanding the thoughts and feelings of the speaker. 2. Advocate · explain their position without aggression or defensiveness. 3. Connect · How well do you relate to others when receiving advice? When giving advice? When thinking through difficult problems? When asking for help? Slide 10: Leadership Strategies to Empower and Support Followers 1. Identify where your follower is on the 4D model. a. Are they a Disciple, Doer, Disengaged, or Disgruntled follower? b. The 4D model was developed by Adair. This is a strategy that cannot be overlooked because if we do not know where our followers are at we cannot possibly help them meet their goals. i. Disgruntled a) angry and ready to jump ship b) Low productivity and job satisfaction, high turn over ii. Disengaged a) no interest in job, no desire to improve b) Low productivity and job satisfaction but also low turnover iii. Doer a) good work ethic, but the grass is always greener b) High productivity and job satisfaction but high turnover iv. Disciple a) Believes they are in the right place at the right time b) High productivity and job satisfaction and low turnover 2. Construct and encourage an atmosphere where the leaders follow first. a. If a leader is not an effective follower (as described and defined above) then there is little motivation for a follower to be effective in their followership. b. Lead by example. 3. Be trustworthy. a. No matter where the follower is at on the 4D model or what goals they have for themselves, if the leader is untrustworthy the whole leader-follower dynamic will crumble like a house of cards. Part 3: Traits of Leadership and Followership Slide 11: Part 3: Traits of Leadership and Followership In the final portion of my presentation, I will discuss how personal traits influence leadership, how followers contribute to effective leadership, how to encourage effective leadership, and in conclusion I will identify how I can personally improve in both leading and following. Slide 12: Influence of Personal Traits It is important to understand that how we lead, and follow are the direct by-products of our character/personal traits. We lead and follow from our character. 1. Be humble a. Humility is not timidity or nervousness or shyness. It is a proper understanding of one’s strengths and weakness and how operating with both in mind is a key to success in the work environment. 2. Be dependable a. Do what you say you will do, when you say will do it, and how it is supposed to be done. When questions arise or needs develop be willing to ask questions and receive help. 3. Be professional a. Fun is ok being unprofessional is not. Being modest with the approach to fun will signal that you are focused on business more than “having a good time.” 4. Be action oriented a. Do not be guilty of paralysis by analysis. We must be critical thinkers but never allow it to excuse inaction. “The personality characteristics that will get you chosen as a leader are not always the same as the ones that will make you effective in that role.” Slide 13: A Follower’s Contribution to Effective Leadership A follower who is loyal, servant minded, team oriented, independent, and moral improves the upward leadership of an organization drastically. Example: Phil and the secret phone call · On campus print shop, like FedEx Office · Responsible for faculty printing needs · Dr. Patterson’s large last-minute request of 100 project binders of 200 pages for his two upcoming block classes denied by manager, Barb, for questionable reasons · Phil, shift-leader had the courage to call and humbly challenge the decision. · Critically evaluated the alternatives · Pre-arranged two of his shift staff to be ready for work if Barb agreed · Asked questions to understand her position better · Presented his alternative suggestion of 50 binders by rushed deadline so first cohort could have them. Committed to getting the remaining 50 complete by end of the first block cohort in time for the second cohort. Slide 14: Encouraging Effective Leadership Embracing the right personal traits of humility, dependability, professionalism, and action focused will encourage followers in their followership. Example: Kris and the humble decision · Director of Clinical Education · Desired a drastic over-haul of nurse orientation which meant all the previous plan was being discarded. · A follower balked at this direction and very arrogantly challenged this decision publicly. · In the presence of all her staff, Kris responded with humility and began to ask questions to better understand the objection. She was transparent as she listened to the concerns. · Ultimately, still over-hauled the orientation program but kept several of the most positive elements of the previous model. Slide 15: Becoming a Better Leader and Follower To improve as a leader, I need to be less a “fun boss” and more a professional leader. · Benefit: Avoid unintentional pitfalls To improve my role as a follower I need to be more honest in the tough conversations with my leaders. · Benefit: Display independent and critical thinking that will help in making more well-rounded decisions by senior leaders. 2