Leadership That Gets Results article review

Leadership That Gets Results article review

Dan Goleman has described six leadership styles in the journal article “Leadership That Gets Results.” From the outset, leaders who are deemed successful are expected to apply a multiple of styles depending on the circumstances at hand because circumstances may be different altogether. On the other hand, Bjugstad et al. (2006, p. 311) view leadership from the perspective of followership using the contingency theory, whereby followers should be ready to be led. The leadership style used should be in tandem with the demands of the situation being addressed. Leaders and followers can work together with each other to produce the best results.

A ‘follower’ means a person who follows the opinions, styles, and teachings of others or a person who imitates others. For a long time, followers in organizations have been misunderstood to imply people with lower ranks in the same organizational system. However, that should not be the case. Compared with the currently relatively mature leadership theories such as visionary, transformational, and charismatic leadership style, the follower theory or model has revolutionized the mindset behind the term “followers” since they should participate more at the workplace (Bjugstad et al., 2006, p. 314). Followers and leaders exercise equally significant duties in the successful performance of organizations. This paper reflects on my experience of two leaders whom I have interacted with as a follower in my personal and professional life.

Follow-ability gives rise to the transformational leadership model, as I witnessed in two distinct leaders. According to research results on followers and leaders, one of the leaders is Greg Robertson. He was our fitness trainer in the workplace. Another leader I have interacted with is Emily Green. She was our team leader for two years.

Kelly’s framework of followership highlights the actions of followers who can be categorized as critical thinkers. They are usually critical of issues surrounding them, innovative and creative, as well as independent thinkers. However, followers who are dependent often accept the mindset of the leader without questioning and can hardly offer constructive criticism (Bjugstad et al., 2006, p. 309). I can relate my followership experience with Greg, who realized that the transition from “top-down” control to the “bottom-up” leadership model was worth applying within our team. Although he had absolute authority while the followers were expected to obey, Greg allowed us to be independent thinkers and share our input to the team whenever it was necessary. He valued each trainee, even those who never showed good progress. As a result, Greg built immense enthusiasm, initiative, and creativity among us in ten fitness club. The “top-down” leadership method based on power and position should shift to a decentralized and democratic “bottom-up” leadership model as Greg used to lead us (Goleman, 2000, p. 9). He embraced a people-oriented leadership philosophy and an excellent cultural atmosphere. Greg also eliminated communication barriers and insisted on treating others fairly. To establish a sense of ownership among the trainees, he focused on vigorously promoting and implementing servant leadership. I viewed him as a fellow equal partner in the fitness training team.

Goleman dissects leadership frameworks that yield results either positively or negatively. According to the author, “most successful leaders have strengths in the following emotional intelligence competencies: self-awareness, self-regulation, motivation, empathy, and social skill” (Goleman, 2000, p. 1). The author employs the emotional intelligence framework to align effective leadership, which generates successful followership. Emily Green was such a well-endowed leader who served as a dedicated team leader in my past workplace organization. For instance, she applied excellent social skills to conduct interviews when recruiting employees and hiring highly effective followers with the required potential. I recall Green was in the recruiting panel during my interview. After that, we were trained and oriented adequately for a month before taking up our duties. According to the competency model of efficient followability, it is vital to provide targeted training for employees before assuming responsibility and self-management (Goleman, 2000, p. 4). Green was instrumental in creating a learning workplace environment and follow-up management. As a follower, I was cultivated into a leader through regular capacity building.

Both Robertson and Ms. Green stood out as influencing leaders in my personal and professional walk with them. While Robertson created an open space for followers to act as independent thinkers, Ms. Green impacted me positively as a follower due to her superb social skills on handling juniors at the workplace. Both the leadership and followership frameworks can generate tremendous results when applied appropriately.