unexpected places. The authors strongly suggest that there can be no leaders without followers‚ how a leader performs is contingent on their situation and placement rather than just their style. Followership and Transactional leadership occurs in numerous forms‚ the inside and outside organizations. Both Followership and Transactional leaders use their power and position to convince followers to comply so that they and followers will benefit. While Transactional leaders take people as they are‚ motivating
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After reviewing Module Six “Leadership and Followership”‚ the concept that I felt was most important was Diversity Awareness. The reason it is the most important is because when everyone joins the military‚ every person does not necessarily know‚ where the person standing next to them are from or what type of culture they grew up in. With that being said‚ Diversity Awareness is important because we have to educate ourselves and our Airmen to identify and respond to the requirements of different
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During module 6: Leadership and Followership‚ I found that the most important concept was social sensitivity. According to our required reading in module 6‚ social sensitivity is defined as developing “keen awareness and understanding of others’ emotions‚ feelings‚ personality‚ temperaments‚ strengths‚ cultural differences‚ values‚ and beliefs”. This tells me that I should be able to understand and respect others’ viewpoints at every level. This concept is most important to me because the military
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important in this module was the 5 essential qualities of effective followership—specifically that of self-management. It is imperative that leaders today know when and how to first be followers‚ and the one quality I know that I need to work on is knowing when it is time to lead and when it is time to embrace humility and be a follower. To begin with‚ NCOA Course 15 defines the 5 essential qualities of effective followership to be self-management‚ commitment‚ competence‚ integrity‚ and initiative
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A Personal Perspective: Personal Reflections on Followership and Leadership Janice Newsome Walden University April 2‚ 2014 Abstract I will discuss personal follower and leader interactions with two individuals that I have worked with over the last five to seven years. I selected these individuals because of my relationship with them and their leadership capabilities. Secondly‚ I admire and model after both of them. Finally‚ I selected these individuals because they believe in me and have
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Leadership through Followership: Examining the Life of Edith Cavell During her final hours in the clutches of the German forces during the First World War‚ Edith Louisa Cavell summarized her life’s work with the famous quote‚ “I realize that patriotism is not enough; I must have no hatred or bitterness towards anyone.” These words capture not only the spirit of who Edith Cavell was and what she stood for; they embody the very essence of what it means to be a nurse. Theorists and scholars alike have
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De la Vega followership style is alienated. An alienated follower is an independent individual that is passive in the organization. Alienated followers are critical thinkers that might be effective followers that have setbacks and that haven’t had the courage of affronting them. De la Vega appears to be an effective follower in the beginning of his career‚ but apparently Alvon CEO Bussard‚ was not clear about his job description. Juan Carlos De la Vega is a passionate critical thinker that came to
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bout der ry Lea s to Know A t Eve Wha Need rs e w llo Fo by Barbara Kellerman 84 Harvard Business Review 1717 Kellerman.indd 84 | December 2007 | There is no leader without at least one follower – that’s obvious. Yet the modern leadership industry‚ now a quarter-century old‚ is built on the proposition that leaders matter a great deal and followers hardly at all. Good leadership is the stuff of countless courses‚ workshops‚ books‚ and articles. Everyone wants to
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question‚ is Hitler a “good” leader? As she discusses one could argue either way. She discusses ineffective leadership and Unethical leadership. Kellerman gives comparisons to what she believes qualifies you as an ethical leader or an unethical leader. She also compares unethical leadership to ineffective leadership‚ providing the difference between the two. Kellerman provides examples of bad leadership such as‚ incompetent‚ callous‚ corrupt‚ and just plain evil. She goes into much greater detail breaking
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Apuleius‚ Lucius. "From The Golden Ass." The Portable Roman Reader. Ed. Basil Davenport. Harmondsworth: Penguin‚ 1979. 619-641. Print. In "Cupid and Psyche‚" which constitutes a part of "The Golden Ass‚" Lucius Apuleius recounts a tale disconnected from the main protagonists about a young woman named Psyche and her relationship with Cupid‚ teaching of both the dangers of curiosity and false appearances. Apuleius relates that‚ "Psyche‚ meantime‚ aware of her loveliness‚ had no fruit thereof. All people
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