Interpersonal Communication- A Mindful Approach to Relationships, 2020a

The third followership style is the implementer. Implementers are very important for organizations
because they tend to do the bulk of the day-to-day work that needs to be accomplished. Implementers
busy themselves performing tasks and getting things done, but they do not question or challenge their
leaders.
Partner
The final type of followership is the partner. Partners have an inherent need to be seen as equal to their
leaders with regard to both intellect and skill levels. Partners take responsibility for their own and their
leader’s ideas and behaviors. Partners do support their leaders but have no problem challenging their
leaders. When they do disagree with their leaders, partners point out specific concerns with their leader’s
ideas and behaviors.
Key Takeaways
• Hersey and Blanchard’s situational-leadership theory can be seen in Figure
13.2. As part of this theory, Hersey and Blanchard noted four different types
of leaders: directing, coaching, supporting, and delegating. Directing leaders set
the basic roles an individual has and the tasks an individual needs to accomplish.
Coaching leaders still set the basic roles and tasks that need to be accomplished
by specific followers, but they allow for input from their followers. Supporting
leader allows followers to make the day-to-day decisions related to getting tasks
accomplished, but determining what tasks need to be accomplished is a mutually
agreed upon decision. And a delegating leader is one where the follower and
leader are mutually involved in the basic decision-making and problem-solving
process, but the ultimate control for accomplishing tasks is left up to the follower.
• Leader-member exchange theory (LMX) explores how leaders enter into twoway
relationships with followers through a series of exchange agreements enabling
followers to grow or be held back. There are three stages of LMX relationships:
stranger, acquaintance, and partner. The stranger stage is one where their selfinterests
primarily guide the follower and the leader. In the acquaintance stage,
exchanges between a leader and follower become more normalized and aren’t
necessarily based on a cash-and-carry system. Finally, the partner stage is when a
follower stops being perceived as a follower and starts being perceived as an equal
or colleague.
• Followership is the act or condition under which an individual helps or supports a
leader in the accomplishment of organizational goals. In Ira Chaleff’s concept of
followership, he describes four different followership styles: resource, individualist,
implementer, and partner. First, a resource is someone who will not support or
challenge their leader. Second, an individualist is someone who engages in low
levels of supervisory support but high levels of challenge for a leader. Third,
implementers support their leaders but don’t challenge them, but they are known
for doing the bulk of the day-to-day work. Lastly, partners are people who show
both high levels of support and challenge for their leaders. Partners have an
inherent need to be seen as equal to their leaders with regard to both intellect and
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Interpersonal Communication