Positive nature and physical signals of encouragement effect cohesion in groups and successful group behaviour, his initial study included an analysis of how employees receive feedback and its impact on their motivation.  Positive feedback provided with negative emotions (frowning) made employees feel much worse about themselves than negative feedback with positive emotions (nods and smiles).  This is really interesting as it suggests the importance of the visual as well as what is said.

I would like you to think about the following quote:

“Leading effectively is, in other words, less about mastering situations—or even mastering social skill sets—than about developing a genuine interest in and talent for fostering positive feelings in the people whose cooperation and support you need.”

Yet still this discussion is rather one-sided. For example, what about the impact of followers? How might the emotions expressed by followers impact the leader? Is the emotional intelligence of the follower important in being able to perceive the emotions of the leader? Why/why not?

The other more obvious (and more studied) question raised by this quote is: While skills such as knowledge and problem-solving are important in good leadership, to what extent do you think this is superseded by behavioural and style aspects of leadership such as personality, sociability and emotions? And to what extent is this dependent on the perceptions of others (followers), or “in the eye of the beholder” so to speak?

One element of successful leadership which is particularly interesting is its subjective nature. There are so many ways of analysing success that often we can judge leaders as successful and unsuccessful in equal measure depending on the method you choose to test them.

Answer:

Introduction

The leadership is about the effective person who is able to create an inspiring vision of the future, motivate and inspire the people to engage with that vision (Bligh et al, 2011). There is a proper management delivery of the vision, coaching and building a team so that there is effective achievement. The creation is an inspiring vision of the future with dynamic, exciting and inspiring factors.

Leadership theories & Followership

The leadership and the followership are a supportive bond where people like Napoleon were bold and ambitious as well. The project bosses and the other subordinates also could not follow a parade. The focus is on being a leader and directed attention which is away from the importance of following. The different leadership theories of charismatic leaders like Obama, focus on the transformation leadership with focusing on bringing meaningful change in the life of the people. The people are able to influence, confident and have strong moral values too. The transformational and the transactional type of leadership works over the growth with increased number of the consultancy firms. The idea is about the radical changes through charisma. The factors include the inspirational motivation with certain corrective actions. The example for this is Lesley Hayes who has been able to work over moral dimensions with evidence supports and applications. Here, the authentic leadership works on focusing over self-awareness with gained prominent with unethical and ineffective leadership patterns. The example for this is Bill George. (Howell et al., 2005). The high-quality work cannot be done without any good followers.

The Gallup organisation defined the employee engagement to be the involvement, commitment with work. The employers need to focus and be concerned for the employee welfare, perceptions of the job importance and the career advancement opportunities. This helps in improving the quality of working relationships. The leadership is important with followership where one can ask about less power, authority, influence than the other superiors (Kelley, 2008).

As per the assumptions, there are different sources which could be effective and helpful for the different styles of followership and to match with the levels of engagement, active or passive in the organisation. The exhibits are also set to a minimal level of independent thinking and engagement. Kelley model focus on the followers with the organisation working over the ability to recognize with different perceptions and the negative connotations (Uhl-Bien et al., 2014). The conceptualisation is to include the ability of followers to management oneself. The exposure is to the individual to the new people and ideas, with enhancement to the personal and professional development. The example is about active network with others inside and outside the organisation.

Conclusion

The followers need the leaders to communicate on the team and project where there is a need to create an inspiring image which is considered to be a major setting. The majority of people are the followers till the time there has not been any inherent valuable positions or the roles with specialised sets of skills. Hence, the major focus is on teamwork with effective followership to build effective leadership.

References

Bligh, M. C., Kohles, J. C., & Pillai, R., 2011. Romancing leadership: Past, present, and future. The Leadership Quarterly, 22(6), 1058-1077

Howell, J. M., & Shamir, B., 2005. The role of followers in the charismatic leadership process: Relationships and their consequences. Academy Of Management Review, 30(1), 96-112

Kelley, R. E., 2008. Rethinking followership. The art of followership: How great followers create great leaders and organizations, 5-16.

Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K., 2014. Followership theory: A review and research agenda. The Leadership Quarterly, 25(1), 83-10