Descargar Gratis Libro Metodo Osmin Pdf. What every leader know about the followers • 1. PRESENTATION ON WHAT EVERY LEADER NEEDS TO KNOW ABOUT FOLLOWERS Presented By:- Narinder Kumar DEPT. MBA(HRM&OB) • CONTENT  Introduction of article  Leader vs Followers  A level of playing field  Types of followers typology  A new typology(by Barbara kellerman)  Good and Bad followers  Conclusion • LEADERS FOLLOWERS Speak Listen control information Guess Know Have Opinions Decide Do what they are told Direct resources Make do with less and less Command obey •  Followers can be identified by: Rank or Behaviour  Rank: Subordinate who has less powwer,authorty and influence, and influence than do their superiors.  Behaviour: Going along with what someone else wants and intends. • To various degrees, Harvard Business School professor Abraham Zalezink, professor Robert Kelley, executive coach Ira Chaleff and Barbara Kellerman have all argued that leader with even some understanding of what drives their subordinates can be a great help to themselves, their followers and their organizations. • By Abraham Zalezink in (1965) By Robert Kelley in (1992) By Ira Chaleff in (1995) He distinguish among the different kinds of subordinates, he placed them along two axes: •Dominances and Submission Or Activity and Passivity He distinguished followers from one another according to factors such as motivation and behavior in the workplace. He classified subordinates according to the degree to which they supported leaders and the degree to which they challenged them. Cahn C 31 Microbalance Manual High School.

What every the essential tools for guiding today’s leaders into. What every LeaDer shouLD know © GorDon traininG. Between leaders and their followers. This study examines Texas FFA officers' perceptions regarding the traits and characteristics that good followers possess. A content analysis of officer responses to an open-ended question found that these young leaders have a limited level of understanding of what constitutes a good follower.

Abstract Countless studies, workshops, and books have focused on leaders--the charismatic ones, the retiring ones, even the crooked ones. Virtually no literature exists about followers, however, and the little that can be found tends to depict subordinates as an amorphous group or explain their behavior in the context of leaders' development. Some works even fail to sufficiently distinguish among varying types of followers--barely registering the fact that those who tag along mindlessly are a breed apart from those who are deeply devoted and consciously, actively involved. These distinctions have critical implications for the way leaders should lead and managers should manage, according to Kellerman, a professor at Harvard's Kennedy School of Government. Additionally, today's followers are influenced by a range of cultural and technological changes that have affected what they want and how they view and communicate with their ostensible leaders. In this article, Kellerman explores the evolving dynamic between leaders and subordinates and offers a typology that managers can use to determine and appreciate how their followers are different from one another. Using the level of engagement with a leader or group as a defining factor, the author segments followers into five types: Isolates are completely detached; they passively support the status quo with their inaction.

Bystanders are free riders who are somewhat detached, depending on their self-interests. Participants are engaged enough to invest some of their own time and money to make an impact. Activists are very much engaged, heavily invested in people and process, and eager to demonstrate their support or opposition. And diehards are so engaged they're willing to go down with the ship--or throw the captain overboard. Links• Authors.