A633.6.5.RB_Circle of Leadership_Wathen_Reece_Sandra

A633.6.5.RB_Circle of Leadership _Wathen Reece Sandra

The vicious circle for leaders happens in every organization; including mine.  The key is that leadership recognize that it is happening and take the necessary steps to either avoid it, or correct it when it forms.  When a leader finds himself in a vicious circle, it will drive a negative influence on the effective application of upward leadership; causing an adverse relationship for positive "team" capability.

Many times it can be the fault of leadership due to ineffective behavior or attitude, or possibly their lack of providing essential "tools" for the individuals such as processes, knowledge share, training, etc.  Or, it can be that it is a situational effect on the individual for not performing at a satisfactory level.  Either way, it is the responsibility of leadership to know the signs and respond accordingly; taking the necessary steps to get progress back on track.

Leadership behavior is a key factor for success; along with "skill/will" and striving to achieve "Level V followership" to fully optimize on gaining organizational upward leadership.  Without the successful combination of all three, the likelihood of  the people to assume full capability for leading themselves will be almost impossible; creating somewhat of a charade . 

 In addition, it is important for leadership to understand the interdependencies of these factors, as well as, to some extent each of these drives the other and vice versa.  There are situations where "Skill/will" and "Level V followership" is more effective than others and that is due to the fact that people react and perform differently depending on the circumstances.     

 
Leaders must also understand that all these factors combined represent a state of readiness for followership to assume level of responsibility, based on their skills (knowledge and capabilities) and their will (willingness to do the job) which includes motivation level; combined with where one is with their level of followership (levels one through five). 

Leadership must establish tactics to develop ways to move a person toward a Level V followership within the organization.  It often requires some commitment for change in behavior from leadership.  It also requires understanding and application of the five levels of the followership maturity model and the ability for leadership to know the dangers signs of when they are becoming part of the vicious circle.  This can become concerning for a leader in that at that point the follower has started to dictate the spiral downward rather than emerging to the next higher followership level. 

In an effort to show how the vicious circle can transition to a more positive approach to promote strong followership, I have provided the model below: