Focus Magazine - Winter 2015 - (Page 32)

LEADERSHIP/MANAGEMENTDEVELOPMENT Transformational Leaders: From Fear to Followership ■ By Eric Kaufmann The power of transformational leaders lies in their ability to cultivate effective followers. W arren Bennis, management guru, once wrote, "In a world of growing complexity, leaders are increasingly dependent on their subordinates for good information, whether the leaders want to hear it or not. Followers who tell the truth, and leaders who listen to it, are an unbeatable combination." erein lays the heart of transformational leadership - truth and collaboration. Transformational leaders prioritize truth over fear; they walk a delicate path to transcend their own anxiety and self-protection. Rather than mindlessly capitulate to base instincts of fear and defense, they mindfully stretch to Followership is a caretaker's attitude; an attitude that is modeled by leaders who don't think of people as 'resources,' but as 'potential-realizing beings.' collaborate with their people toward an honest engagement with reality. is in turn builds engaged followership. Followership is not measured by rank. Followership is a caretaker's attitude; an attitude that is modeled by leaders who don't think of people as "resources," but as "potential-realizing beings." Every transformational CEO, VP, director and manager is also an eﬀective follower. e primary focus of transformational leaders is to teach people how to achieve results, think critically and honestly about processes and balance balcony perspective (big picture) with field perspective (tactical actions). e power of transformational leaders lies in their ability to cultivate eﬀective followers. Before we explore the dimensions of developing eﬀective followers, let's look at five types of followers (from Robert E. Kelley's research on followership styles). * Sheep-type followers are passive and unthinking. ey do what they are told and passively comply with orders without thinking about what they're doing, about innovation, or about alternative actions. * Yes people-type followers are very active, but still unthinking. ey mindlessly agree with everything they hear and volunteer for everything they can. Gaining favor and approval is their motivation. * Survivors are committed to staying out of trouble. By sticking to mediocre performance, they avoid standing out in any way. Melting into the background is their goal. * Alienated followers are critical thinkers but passive. eir keen observations turn into complaints and criticism rather than actions that improve the situation. ey have an eﬀect of wearing down the morale around them. 32 FOCUS | WINTER 2015 | www.L-TEN.org http://www.L-TEN.org

Table of Contents for the Digital Edition of Focus Magazine - Winter 2015

Focus Magazine
From the President: Put a Bow on It!
Table of Contents
Table of Contents
Guest Editor: Mastering Connections of the Construct
Directions: New Year, New Opportunities
Front of the Room: 'Where Is This Going?'
Neuroscience: The Neuroscience of Messaging
Carol Wells: Training's Shining STAR
LTEN Events: Connecting Members
The ACO Opportunity: Defining the Value
Cloud-Based Collaborative Platforms: Raising Productivity
Transformational Leaders: From Fear to Followership
Field Development: 4 Steps to Success
Delivering Messages that Drive Business
Virtual How: The Learning Technology Landscape
Ad Index
Focus Contacts
5 Questions with Thuy and Milo Sindell

Focus Magazine - Winter 2015