Leader-Follower Relationships
Change is the quintessential responsibility of leaders. But leaders require followers to help bring about the change.
The relationship is better specified as «Leader-Follower» rather than «Leader-Led» because "led" is a passive form, while "following" is an active commitment.
The leadership must generate a positive following, otherwise the group's handling of change and risky challenges will be sub-optimal. So the leader has to be seen as credible in that role, certainly for the followers and often for relevant outsiders.
Leaders depend on their followers: not just for handling the group challenge but also for the right to be their leader. If that right is lost, and in all leadership categories it can be, then the leader loses credibility and there is a breakdown. Exactly how credibility is perceived, how relationships are structured and how breakdowns are handled is examined quadrant by quadrant below.
«Leader is Accepted» Quadrant
Both and forms of leadership are accepted by those they are leading.
The Dictator
...reaches leadership via mass consent at least in theory, because the power behind gaining that consent is physical and mental coercion. The dictator assumes the authority to lead and commonly uses that and his access to bureaucratic levers to control information, to spread self-aggrandizing lies and to sideline or crush dissent.
Group members accept that leadership, more or less willingly conform, and often admire or even idolize the leader. Dictatorial leaders are found in theocracies, cults, and totalitarian societies.
The Representative
...reaches leadership via elections in which the majority vote prevails. The representative has delegated authority from their group or sub-group if part of the whole. This authority is only as powerful as that sub-group. The representative is expected to lead for all, and conversely all in their group should accept that leadership, even if it does not lead to the preferred choices of some members.
The representative typically desires to be repeatedly re-elected. But re-election is dependent on fulfilment of the limited mandate given by the group.
«Leader is Expert» Quadrant
There is only one form of leadership in the lower right quadrant: the who has to be viewed as expert by those they are leading.
The Specialist
...reaches a leadership role because of qualifications that are required for the particular change. The authority to lead is based on irrefutable and necessary expertise. Authority comes from possessing the specific knowledge, skills or abilities.
Those being led must believe that the expertise is genuine and relevant, and cannot be easily obtained by just anyone.
«Leadership is Authoritative» Quadrant
Both and forms of leadership are viewed as authoritative by all in the group.
The Self-directed Leader
...is in the leadership role by default. Personal autonomy and responsibility is regarded as a natural and instinctive part of the human condition and provides each of us with the readiness to take risks and the power to accomplish things alone or with others.
By self-realizing and allowing the rest of the group to live freely so long as they do not encroach on others' boundaries or act fraudulently, you maximize the likelihood that there will be a genuine response to any particular challenge.
The Formal Leader
...reaches a leadership role through being appointed procedurally to a position where leading is explicitly or implicitly part of the official duties. The authority to lead is provided by a superior who possesses that power. Sometimes this is a superior manager, and sometimes a Board (e.g. for a CEO) or panel of selectors, and sometimes the group membership (e.g. for Chairman of a Board). It follows that the formal leader is always a follower under someone else's formal leadership i.e. there is a hierarchy.
Because of the rules governing the operation of the group's hierarchical structure, the holder of a formal post is able to command or instruct subordinates who are expected to obey. Even if the group culture permits subordinates to query or object, ultimately they must follow orders. Refusal to follow orders for ethical reasons reflects a personal move to the (see above).
«Leader is Inspirational» Quadrant
Both and forms of leadership are viewed as inspirational by followers.
The Natural Leader
...reaches the leadership role because others in the group intuitively recognize the person's leadership capabilities and feel safe in subordinating their own judgements.
Such a power over others has to be earned. It emerges as the leader-to-be participates in handling difficult situations. Anyone who demonstrates a mastery of situations and a capability to handle people well, will become vested with an informal power based on the willing trust and respect of others.
Courses in Leadership
Courses and consultants educating organisational leaders vested with are continually trying to drag them from the LL quadrant to the UR quadrant and turn them into . Success can only be described as mixed.
After all, these two quadrants are naturally antagonistic. The LL quadrant facilitates instrumental self-interested interaction, while the UR quadrant demands benevolent personal interaction.
The effort to climb an organisation's hierarchy fosters power-centred machinations that devalue sensitivity and benevolence. As a result, the is typically a boss and it takes determination and commitment to develop a more complex vision of people and situations.
But quite apart from ethical considerations, the push to become a is correct in principle, because further analysis reveals that the UR quadrant is the locus of achievement.
The Visionary Leader
...reaches the leadership role because they have been proclaimed as such: either by themselves or by others who have a customary right. The social process of anointing ceremoniously serves to indicate publicly that the person possesses the required leadership qualities.
To function, the leader uses charismatic power, which acts like a spell, binding others who experience that bond as paradoxically free, willing and uplifting. Charisma is sensed as a spiritual power, which (in theological terms) is divinely conferred as a gift.
Note on Coercive Power
While being effective does involve the exertion of power, there may be more or less coercion.
Using the TET (as shown above right), it is evident that the exercise of brute power applies on the LR to UL diagonal and coercion is frequent.
The has most brute power because he possesses and coercively demands the automatic support of all, and is willing to coerce physically and brutally. The has a delegated power used to pressure or force others, but this depends on the size and strength of their sub-group. Coercion is emotional and manipulative. The has a focused personal power from a learned certainty of some cause-and-effect events, and psychological pressure is often used to move others who simply do not understand.On the LL to UR diagonal, there is a gradation in effectiveness and coercion occurs only sporadically.
The can only be effective in leading others if they freely think similarly. So the exertion of power over others is kept to a minimum or wholly repudiated. The is effective by virtue of genuinely possessing the capability to discharge the position held. The combination of capability and vested authority should be sufficient to drive others, but use of psychological pressure, even threats, is not uncommon. The is effective because others want to follow his lead, but some in the group may need pushing. So occasional coercion will be expected. The is effective based on the charisma and quality of vision, and coercion is abjured.Summary
| Leadership (Paradigm) |
Attainment | Authority & Power | Leader-Follower Interaction | Response to Breakdown | Primary Goal & Ethical Aspiration |
|---|---|---|---|---|---|
| Visionary () |
Self-proclamation or Anointment |
Authority with a spiritual origin freely and willingly recognized by all in the group. Power is generated by charisma. |
Leaders reveal & followers realize |
The leader does not respond to abandonment by followers. | To produce goodness & Spirituality |
| Self-directed () | Respect for personal autonomy | Authority spontaneously existing within every person to prevent dependency and oppression. Power comes from asserting responsibility and autonomy. |
Leaders self-realize & followers act freely |
Urges for control or dependency must be confronted. | To face reality authentically & Strength |
| Natural () |
Intuitive recognition. | Authority must be earned through evident mastery of the situation and sensitive handling of others. Power flows from the willing trust and respect of followers. | Leaders explain & followers understand |
If all efforts to explain fail to alter disagreement, the leader withdraws. | To handle the challenge & Altruism |
| Formal () |
Procedural appointment | Official authority that is assigned by an authorized superior person/body. Power comes from rules of the hierarchy. |
Leaders command & followers obey |
If disobedience is widespread, the leader is dismissed by a superior. | To maintain order & Common good |
| Specialist () |
Suitable qualifications | Expertise-based authority. Power comes from knowledge, skills and experience. |
Leaders propose & followers approve |
If re-assertion fails, the leader withdraws. | To predict outcomes & Solutions |
| Representative () |
Majority election |
Delegated authority subject to the group's mandate. Power parallels the group's size and power. |
Leaders woo & followers support |
If persuasion fails, the loss of confidence from the group forces resignation. | To promote the group & Ideals |
| Dictator () |
Mass consent | Assumed authority, but dependent on continuing mass acceptance. Power uses physical and mental coercion. |
Leaders desire & followers conform |
Not conforming is rebellion that must be forcibly suppressed. Leader may be assassinated. | To stabilize the group & Continuity |
Leadership as described above works well for groups of limited size. But not in societies.
- How leadership of society is imagined and managed.
Originally posted: 30-Jun-2024.