The Followership Continuum - The Innovation Journal

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The explanatory comments from The County survey participants support this premise by showing the variability of their performance based on behaviors or conditions that promote or thwart exemplary followership. Graph 1: Followership Stages In Best Jobs 120 100 80 60 40 20 Participants 0 Employee Committed F Engaged F Effective F Exemplary F 2 3 5 53 119 Followership Stages (F=Follower) Graph 2: Followership Stages In Worst Jobs 70 60 50 40 30 20 10 0 Participants Employee Committed F Engaged F Effective F Exemplary F 62 49 39 20 2 Followership Stages (F=Follower) 12
Research Concept #3- Elements That Promote or Thwart Exemplary Followership- Confirmation of this concept is attributable to data obtained from participants of a county government workforce. The information from The County survey data also provided a wealth of information about influences that promote and thwart exemplary followership. The summary chart that follows represents the top two aggregated comments from the survey participants. These have been grouped into three organizational development categories: (1) internal or personal influences, (2) leadership influences, and (3) system or structural influences. The cumulative explanatory comments come from 225 or 90% of the survey participants. IN MY BEST JOB IN MY WORST JOB • Sense of personal satisfaction, selfempowerment, involvement, commitment or appreciation • Attitude, drive, or initiative • Capability of and support from management and leaders • Management effectiveness, including communication and commitment • Workplace atmospheres and co-workers or teamwork status • Reward and recognition Internal or Personal Influences • Lack of motivation or commitment • Lack of interest in job, the organization or just doing something to get the bills paid Leadership Influences System or Structural Influences • Incompetent, over-controlling or poor management • Lack of respect, caring, and appreciation • Lack of communication • Type of work and work conditions The comments expressed have a general focus on ideas for forward movement, explaining behaviors that promote or support exemplary followership. Descriptions of behaviors or conditions that encouraged individuals to work at their best followership level came from 159 participants. These descriptions are compared to 116 responses about behaviors and conditions that thwart best performance. The majority of the participants explained that performance is mostly influenced by external rather than internal factors, at a rate of 58% to 42%. Although at 42%, the survey participants clearly acknowledged that much of their performance is attributable to internal or personal factors, their own attitudes and behaviors. Whether these factors are a matter of perception or fact, the beliefs reported by the survey participants reiterate the impact of external influences on an individual’s performances. They 13
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The Followership Continuum - The Innovation Journal

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