Introduction
Leaders have a great and crucial role in steering organizations if they are to acquire followership and achieve the goals and objectives of the organization. They have a great task of inspiring the followers for them to have their commitment and share the same interests and aspirations regarding the company. Convicting and inspiring followers is a hard task and can only be achieved by true leaders who are dedicated to their organizations (Atchison and Atchison, 3).
Leadership followership relationship
The leadership followership relationship is mutual. The text explains that true leaders have and need followers as being a titled leader does not make any individual a leader. Followers commit themselves to follow a leader as they have their own transcended interests, the commitment is what binds followers to their leaders. True leadership inspires their followers to live the mission of the organization, achieve the vision of the entity using the behaviors that are defined by the organization’s core values. Leaders win the commitment of the followers by inspiring the followers (Atchison and Atchison, 4).
Many organizations hold mission and vision statements and also values that a company upholds as the most effective governance tools. A vision statement shows the company’s capabilities, giving a picture of the future aspirations of the community. Mission statement such as, “Inspiring moments of optimism and happiness”, turns visions into practice. Values include Integrity, quality, accountability, efficiency, and diversity, values ensure that organizational goals are accomplished as well as the mission and vision statements.
Common purpose
Followership involves followers sharing the visions of their leaders and having a common objective for them and the organization. These refer to change strategies aimed at compelling followers to have a common goal and be dedicated to achieving the organizational objectives. The strategies include the authoring of a compelling vision that directs the followers, defining the measures of success for the organization, clear communication of expectations, and holding individuals accountable for their success. Taking up the strategy of holding individuals accountable for their performance has attached and motivated employees since the best ones get to be recognized and awarded (Atchison and Atchison, 5).
Team effectiveness
Effectiveness teams include groups in an organization that assume specialized roles in maintaining close relations and high morals the group, they are characterized by a high degree of communication between members, effective decision-making processes, no conflict of interest in the teams, the balance between rational, emotionally based behavior and many other positive characteristics. The teams have an initiator role where they instill a sense of purpose and motivate members to do their assignments. They generate alternative approaches to problem-solving and decision making, coordinating financial, physical, and human resources into workable plans, they are also responsible for developing and applying quality standards of performance and effectiveness. Team effectiveness shares the roles and uses each role at the appropriate phase of the team’s duties and responsibilities. Effectiveness teams contribute greatly to the delivery of effective services, achievement of the organizational goals and allow for the improvement of the overall performance of individuals and the organization (Halverson and Tirmizi 18).
Conclusion
To inspire followers leaders to have to be competent, people who uphold integrity, are consistent, courageous, and are humble. True leaders create a healthy, working environment to allow the comfort of followers who are made to feel part of the organization being made part of the decision-making process. Followers are motivated by making them accountable for their performances and assigning them to effective teams.
References
Atchison, Thomas A., and T.A. Atchison. Followership: A Practical Guide to Aligning Leaders and Followers. Chicago, Ill: Health Administration Press, 2004. Print.
Halverson, Claire B., and S. A. Tirmizi. Effective Multicultural Teams: Theory and Practice. Dordrecht: Springer, 2008. Print.