Nick Obolensky (2014) depicts a diagram for a typical
vicious cycle for leaders. A typical
vicious cycle is illustrated by the Follower
thinking he has to defer more, then the Follower asks for advice-demonstrates
low skill to leader, the Leader gets concerned and the Leader takes a more
hands-on approach, this results in the Followers confidence lower (Obolensky,
2014). This cycle hurts the natural effect of followership and decreases the
overall climate of the organization. Followership maturity can be defined as
the extent to which a follower is prepared to take the lead and get on with
what needs to be done without leadership provided by an ascribed leader. If
leaders don’t empower subordinates to do their jobs then followers will not have
the confidence to step up and take up a leadership role. Obelensky (2014) describes how follower behavior will
dictate the type of leadership that is shown from the leader. This is important
part of the vicious cycle and leaders need to understand the influences they made
have on their subordinates. Instead of taking over a project, motivate the
followers to lead and to take the initiative in order to achieve the mission.
According to Bayer (2010) top Management
can only fully focus on the strategic aspect of the business if people at all
levels can be relied on to do their job well. My department is improving in
this area by communicating concerns and increasing the level of involvement
within the team. The cycle plays a small part in my organization. There
are times when subordinates may ask for advice on an issue and might be taken
as a lack of confidence or knowledge. Additionally, the advice from leaders is
not taken as constructive criticism but as a punishment. This is something both
the manager and follower need to understand how to communicate with each other.
The question, How does a person, leader or follower, break the vicious
circle? Having leaders institute and practice upward and downward
communication can break the circle. Instilling confidence, and giving
a sense of responsibility or purpose to follower can also help break the cycle.
Bayer (2010) suggest a number of things a leader can (and should) do to
increase responsibility:
- · Delegate authority to the lowest appropriate level and set minimum number of check-offs (depending on capabilities) in order to empower people.
- · Ensure that subordinates have sufficient room to act and encourage them to:
o
Be adventurous in taking personal initiative
o
Exercise individual judgment
o
Take reasonable and calculated risks
o
Manage their time well, and
o
Overcome obstacles to reach the objectives
- · Encourage subordinates to cooperate, communicate, and practice teamwork within their unit and across the lines.
- · Informally check in with the staff to provide information, reinforce progress, and listen.
- · Show concern for people by helping them grown and develop.
- · Hold people accountable for overall performance
To create
a better circle of trust, communication and transparency leaders need to train,
empower and trust their followers. It is important that leaders of organization
continue to break this vicious cycle. By breaking the complacency of a top-down
approach and encourage a balance of a bottom-up approach organization will see
an increase of
confidence within their subordinate and more will rise to the plate and take on
more leadership roles.
Bayer, A. (2010). Breaking the vicious circle.
Retrieved February 21, 2016, from
https://www.haygroup.com/Downloads/gr/misc/Breaking_the_vicious_circle.pdf
Obolensky, N (2014). Complex adaptive
leadership: Embracing Paradox and Uncertainty. Burlington, VT: Gower
Publishing Company
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