Followship

Guided Discovery.

Photo by Kristaps Grundsteins on Unsplash

Suggested Reading

• ADP 6-22, Army Leadership and the Profession

  • Pages 5-1 through 5-16 based on printed document (PDF pages 63-78)

  • Reviewing the US Army’s five competencies for leading: leading others, extending influence beyond the chain of command, building trust, leading by example, and communicating.

• Link to ADP 6-22 on the US Army Publishing Directorate

• This week’s Study: NASCAR

• All excerpts below are from ADP 6-22 unless otherwise noted

Introduction

5-1. Leads consists of five competencies. Leads others includes influencing members in the leader's organization. Influence is central to leadership. Extends influence beyond the chain of command involves influencing others when the leader does not have designated authority or when others may not recognize the leader's authority. Builds trust establishes conditions that lead to mutual confidence among leaders and subordinates. Leader actions and words comprise the competencies of leads by example and communicates. Actions can speak louder than words and leaders who embody standards as role models are generally more effective than those who simply talk about standards. Effective leaders clearly communicate what needs to be done and why.

Why should people follow you?
What is the difference between a strategic follower and being a passive subordinate?
Is it possible to be an effective leader if you have not learned to be a good follower?

This Week’s Reading, Abridged

5-3. All Army leaders are followers; each reports to someone higher in the chain of command, ultimately up to the Secretary of the Army who answers to the President. Leaders inspire and guide subordinates to follow; subordinates react to inspiration and follow guidance while performing their duties. Leaders assess and establish rapport with followers, and followers act in good conscience to follow guidance.

5-7. Successful leadership depends upon both the compliance and commitment of those being led. Neither succeeds on its own in most situations; rather, there is a blend of compliance and commitment amongst subordinates in each situation. The best leaders generate a sense of commitment that causes subordinates to go beyond achieving the bare minimum. Compliance to legal and ethical orders, directives, and instructions is always required. Willing and eager agreement is commitment.

5-9. Influence is the essential activity of leadership and refers to how people affect the intentions, attitudes, and actions of another person or group of people. Influence depends upon the relationship that develops between leaders and others. Positive rapport and a sense of mutual trust make subordinates more likely to respond positively to a leader’s influence. Examples of rapport building include having genuine interest in a subordinate’s well-being, offering praise for a job well done, and taking time to understand a subordinate’s position on an issue. Leaders indirectly influence others by demonstrating integrity, empathy, judgment, expertise, and commitment. Army leaders employ various methods of direct influence based on audience, intent, and context of the situation. The nine methods listed below represent different ways to influence:

• Pressure.

• Legitimating.

• Exchange.

• Personal appeals.

• Collaboration.

• Rational persuasion.

• Apprising.

• Inspirational appeals.

• Participation.