Reference no: EM132799677

I. Critical Thinking Assignment -

Overview - This chapter positions you to effectively manage both up and down the hierarchy and recognize your followership style as you take steps to become a more effective follower. You will also understand the leader's role in developing effective followers and know what followers want from leaders versus what leaders expect from followers.

Learning Objectives -

Effectively manage both up and down the hierarchy.

Recognize your followership style and take steps to become a more effective follower.

Understand the leader's role in developing effective followers.

Apply the principles of effective followership, including responsibility, service, challenging authority, participating in change, and knowing when to leave.

Implement the strategies for effective followership at school or work.

Know what followers want from leaders and what leaders expect from followers.

Use feedback and leadership coaching to help followers grow and achieve their potential.

Discussion Board - 450 words

Reflect on the assigned readings for the week. Respond to the following prompts: "What do I feel are the most important aspects of my learning in the chapters this week?" and "What about this learning was really worthy of my time and understanding?" Then explain how important it is in society or business.

Also, provide a graduate-level response to each of the following questions:

One organizational observer suggested that bosses who won't give negative feedback to followers who need it cause even more damage in the long run than those who fly off the handle when a follower makes a mistake. Do you agree? Discuss.

The chapter describes five ways in which followers need to use courage. Which do you feel is most important? Least important? How might a follower derive the courage to behave in new ways to be more effective? Discuss.

Your initial post should be at least 450+ words and in APA format.

II. Leadership Development: Case for Analysis

CEO Tony Bussard apparently wanted to relinquish none of the power when he agreed with board members of Alvon Biometrics to maintain control over the financial and administrative side of the company while naming a COO to oversee day-to-day operations. Juan Carlos De la Vega was hired as COO for the company. De la Vega came to Alvon from a smaller rival company and was initially excited about his new position and the future of Alvon. But De la Vega's exciting new position came with its own set of frustrations as he tried to plunge into the rapidly changing technology while simultaneously fitting into the organization and tip-toeing around Tony Bussard's ego. One year into the job, De la Vega was still wondering what was expected of him. De la Vega's earnest efforts to get guidance about his responsibilities seemed to be brushed aside by the CEO.

The confusion about De la Vega's role also filtered down the ranks. Employees, expecting initiative from De la Vega, remained uncertain about his range of responsibilities. Even one year later, employees were reluctant to take a chance on angering Bussard by shifting their attention and allegiance to De la Vega. De la Vega knew it was time for clarity.

Questions -

If you were De la Vega, what would you do at this point? Do you think De la Vega has waited too long to make a substantial change in his relationship with Bussard? Why?

How would you characterize De la Vega's style as a follower? What tactics might help improve his relationship with Bussard? Explain.

If you were in De la Vega's position, what would you have done from the beginning? Be specific about your actions and timing.

USE OF THE BOOK IS MANDATORY - Title: Leadership Experience, ISBN: 9781337102278, Authors: Daft, Publisher: Cengage, Edition: 7TH 18. Chapter 7: Followership.