Introduction
Leader follower relationships are vital to the success of everyday society and have recently become a significant area of study. The relationship between a leader and a follower can be complicated and complex, but these relationships are what drive a leader and follower’s productivity forward. A good leader develops a beneficial relationship with the follower where both the leader and the follower are benefitted (Ellis, Bauer, Erdogan, & Truxillo, 2018). Self-awareness, feedback and creating a collaborative culture are three topics a leader maybe challenged with addressing with the follower. How these topics are approached will dictate how they are perceived and received.
Self-Awareness
Self-awareness is a crucial part of living life and working with others. Self-awareness allows a leader and a follower to understand one’s qualities, what is happening around one’s self and to understand how one’s self is affecting the world around. As a leader it is important to ensure a reasonable level of self-awareness as followers will pick up on a lack of self-awareness. Within authentic leadership with the prerequisite of the leader being self-aware (Northouse, 2016) it is beneficial for a leader to help followers also be self-aware. Leaders instill self-awareness within followers by exhibiting self-awareness within themselves along with proper feedback which guides the follower to an honest understanding of self. Helping the follower to see one’s self for who one is. Bonsu and Twum-Danso (2018) suggest leaders instilling qualities including self-awareness leads to improving or bringing out the best person as the follower. As a leader instills important qualities the leader helps the follower develop and become a better follower and possibly one day a better leader.
In order for leaders to instill self-awareness within followers Leaders could employ several approaches depending on the leader’s leadership style and the follower’s personality. Leader member exchange theory, authentic leadership and psychodynamic leadership approach are a few of the leadership theories which promote self-awareness of both the leader and the follower (Northouse, 2016). Leaders employing one or several strategies to improve self-awareness can be beneficial to both the leader and the follower. A follower who is self-aware having a clear image of one’s self requires less supervision, less explanation as to change and is more productive (Eurich, 2018).
Feedback
There are many approaches to a leader providing feedback to a follower. Depending on the leadership style feedback could be delivered differently. Leader member exchange, transformational leadership or psychodynamic leadership approach would likely seek for leadership to be mutually beneficial or at least benefiting the follower (Northouse, 2016). Feedback can be provided in a positive or negative approach with leader member exchange, transformational leadership and psychodynamic leadership approach focused leadership styles ensuring feedback is positive and benefits the follower is vital. To provide feedback to a follower which is not beneficial to the follower is abuse and a trait of toxic leadership (Pelletier, 2010). In the long-term this is not beneficial to either the leader or the follower. A good leader develops a relationship with followers. The relationship is not of friends or social buddies. Rather it is a basic understanding of what each other is there for, what the leader expects, and the leader and follower can trust what the other will bring to the relationship. Leadership is about influence; feedback is a means by which a leader’s influence is carried out and tested. How a follower responds to feedback demonstrates the level or influence a leader has over a follower.
When providing feedback, a leader may need to be aware of psychological issues such as an employee being or not being psychologically fulfilled by the followers work and place of work. Self-Determination Theory states a worker needs autonomy, competence and relatedness (Ryan, & Deci, 2017). If a worker does not have these three phycological factors provided the worker is more likely to be disgruntled and less productive. A leader should consider how feedback will be received and how it will affect phycological needs such as those outlined in Self-Determination Theory prior to providing the feedback. Feedback is typically perceived as beneficial and constructive when it is delivered respectfully, with a genuine desire for improvement, is not nitpicky and is not outdated.
Collaborative Culture
Leaders employ several methods attempting to achieve a collaborative culture. These include but are not limited to developing relationships, utilizing transformational leadership or leader member exchange, attempting to lead in an inspirational way and more. Arguably, the best method to creating a collaborative culture is leading through inspiration with clear goals (Northouse, 2016). Inspiration can inspire a team towards a common cause, knowing what is being accomplished will affect something positive. Along with a clear understanding of what is being accomplished and a positive environment, followers will likely respond well and work together to accomplish the goal. Much like feedback a leader should be aware of psychological issues when creating a collaborative culture. With worker’s needing autonomy, competence and relatedness (Ryan, & Deci, 2017) a leader may consider how collaboration affects a follower’s perception of autonomy and competence. If collaboration causes the perception of loss of autonomy or lack of competence a follower’s psychological wellbeing may decrease leading to a less motivated and less satisfied follower.
Conclusion
In conclusion, the leader follower relationship can be complicated, but it can also be beneficial to both the leader and the follower. When attempting to lead a follower a leader may find it beneficial to promote self-awareness which could lead to a more productive and less supervised follower. A leader may find it wise to ensure feedback is presented in a professional mutually beneficial manor discussing time appropriate topics. While at the same time, a leader may find it challenging but productive to promote a collaborative culture among followers. All three of these topics typically utilize leadership styles similar to leader member exchange theory, authentic leadership and psychodynamic leadership approach but are not bound to only these approaches. These three topics either support a follower’s psychological needs of autonomy, competence and relatedness or hinder these needs if not implemented successfully. Establishing self-awareness, feedback and collaboration is a worthy task and challenge for a leader.
References
Bonsu, S., & Twum-Danso, E. (2018). Leadership Style in the Global Economy: A Focus on Cross-Cultural and Transformational Leadership. Journal of Marketing and Management, 9(2), 37-52
Ellis, A. M., Bauer, T. N., Erdogan, B., & Truxillo, D. M. (2018). Daily perceptions of relationship quality with leaders: implications for follower well-being. Work & Stress, 1-18.
Eurich, T. (2018). What self-awareness really is (and how to cultivate it). Harvard Business Review January, 4.
Fonagy, P. (2015). The effectiveness of psychodynamic psychotherapies: an update. World Psychiatry, 14(2), 137-150.
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage. ISBN-13: 9781483317533
Pelletier, K. L. (2010). Leader toxicity: An empirical investigation of toxic behavior and rhetoric. Leadership, 6(4), 373-389.
Ryan, R. M., & Deci, E. L. (2017). Self-Determination Theory: Basic psychological needs in motivation, development, and wellness. New York, NY: The Guilford Press.