Analysis of the “Kelley Model of Followership”
The concepts of leadership and followership are closely connected with each other. It is crucial to mention that the facet of effective leadership provides the necessary directions concerning the performance goals and objectives of the followers (Crossman & Crossman, 2011). The objective of leading others cannot be achieved without the effective intervention of the followers. Leaders are considered the driving force to promote the features of motivation and commitment in followers, so they became able to perform well. The particular model “Kelley Model of Followership” is known as the appropriate contribution in the field of organizational setting to formulate the necessary match between the leadership styles and the particular followership styles. Here the focus is to explain how the Kelley Model of Followership can be helpful for the feature of effective leadership by assessing the different aspects of followership styles.
Kelley’s model explores the specific characteristics which can be ranked as the essential features of effective followership. It is crucial to distinguish the paradigm of good followers from bad followers to attain better outcomes of performance (Bjugstad, Thach, Thompson, & Morris, 2006). Kelley’s model apprehends the idea that they are four attributes that are associated with effective followership. The first element is related to the approach of followers by considering their duties well. The second feature concerning to effective followership is that followers are committed to their job duties and the overall objectives of the organization. Another crucial feature associated with effective followership is that it encourages followers to enhance their competence and focus on achieving the objectives. Effectively working with others in a group is another facet of effective followership.
Kelley’s model of followership can be immensely effective for the leaders to figure out the different styles of followers associated with their characteristics of effectiveness. Proper identification of the different dimensions of the followers’ approach can be helpful for the leader to adopt a specific leadership style according to the requirement of the followers’ attributes. A leader can assess the particular approach of followers’ effectiveness with the consideration of the different dimensions of thinking and acting. Different specific categories are explored by Kelley’s model by their thinking and acting approach. Categories of the followers are described in the form of quadrants which differentiates followers by their behavioral approach referring to their performance.
The first category is identified as alienated followers who are capable enough to perform the task but have cynical features. Secondly, the category of followers is conformists who actively perform the organizational tasks. The third category of the model features the passive followers who only follow the thinking process of the leader to perform their organizational tasks. The final category of the followers is the paradigm of the exemplary followers who have enough courage to perform their tasks independently and bring the element of innovation to their job performance.
Proper identification of the effective followership can be helpful for the leaders to align their leadership styles with the specific followership style. Effective understanding of the attributes and behaviors of the followers ultimately helps leaders to make the necessary inferences about the job tasks to the different followers. The approach of successful leadership can only be adopted when leaders play their role as situational leaders and understand the particular need for assistance from the followers. It is vital for the leader to apply the leadership style with the consideration of task orientation and the competencies of the different followers to perform the different organizational tasks. Leaders’ role is also crucial because they can enhance the effectiveness of the followers by motivating them and providing them with necessary directions.
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.
Crossman, B., & Crossman, J. (2011). Conceptualising followership–a review of the literature. Leadership, 7(4), 481–497.