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The Library & Information Science Professional's Career Development Center |
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Learning
to Lead: the Power of Followership by Teri R. Switzer |
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The practice of leaders and followers working together to create a concept called shared leadership has been discussed in organizational development and management theory for several years. However, it is just now being noticed in the library setting. Libraries are at a critical stage and, unfortunately, are doomed to remain where they are unless they take a good look at leadership models and actively involve junior librarians when addressing the changes that are taking place. The model presented below is not so much a model on leadership as it is a model on followership. It is important, though, to first take a quick look at what constitutes leadership and what constitutes followership. What
is Leadership? Leadership is an influence relationship based on a collective action that affects change (Glazer, 1995). Even though it’s a journey that two or more people embark on, it’s not solely about being a leader. Rather, it is the skill involved in being able to trust ourselves and others. According to Bennis (1992) it is first being, then doing. Perhaps, though, Senge (1990, p.45) sums up what leadership is when he states, “. . .we are coming to believe that leaders are those people who walk ahead, people who are genuinely committed to deep change in themselves and in the or organizations. They lead through developing new skills, capabilities, and understandings. And they come from many places within the organization.” What a poignant statement this is, “. . .they come from many places within the organization.” The empowerment of others is a leadership concept that sends a powerful message, a message that stresses the importance of effective and courageous followership. Glazer (1995) maintains that leadership is a relationship, a dynamic interaction between people who are trying to make substantive changes. These changes are ones that should reflect the shared vision of all those involved. What
is Followership? The
term followership tends to have a negative and passive connotation.
However, when paired with the adjective powerful it seems to
become more active and positive. Followership
can be powerful and it is through a dynamic model of followership that
leaders can fully realize their potential and the potential of the
organization. As the “new kid on the block,” many junior librarians think they are relegated to a more subservient role, one that consists primarily of learning from others while practicing their newly obtained reference, instruction, or cataloging skills. However, there is much more to a junior librarians’ career than that. The new MLS professional plays a vital role in the shaping of the library. To become a shaper in the organization, there are five dimensions that should be observed. These are: assuming responsibility, serving, challenging, and participating. Assuming
Responsibility Drucker
(1988) remarked that all organizations are made of people with different
skills and knowledge of doing different kinds of work.
Therefore, it is imperative that the organization be built on
communication and individual responsibility.
As a follower with power, it is necessary to take responsibility
for both your actions and the process of becoming an independent,
critical thinker. You
should no longer be satisfied simply sitting and listening.
Instead, you need to become engaged in what is taking place in
your library. You need to
think about what is being said. Becoming
more involved and taking on responsibility means asking yourself
questions such as what are all the pieces that make up your library
organization, where do you and your department fit, and what are the
library’s goals? In other words, part of the responsibility of being
an engaged, powerful follower is wanting to know where everything fits
within your library organization, and taking the initiative to seek the
answers and become involved. How
do you find the answers to these questions?
First, you need to read the library’s strategic plan for the
coming year(s). Second, you
should read through the library’s mission and vision statements.
Analyze these and visualize where you and your work unit fit.
Talk with your department head, and encourage discussion about
the mission and vision statements at department meetings.
What do these mean to you and your colleagues? Senge’s (1990) work on the learning organization focuses largely on developing an organization where everyone is involved and actively working on a vision that is understood and accepted by the organization, including its administrators, librarians, and support staff. There is a horizontal accountability for the vision as well as for everyday tasks. However, to become completely involved in the organization, you have to take your role seriously. You have to assume responsibility for participating and being actively engaged in the planning and the implementation processes. Serving
the Organization Being
a good servant is something most librarians are familiar with.
In this context, though, serving is associated with assuming
responsibility and becomes a dynamic word.
Greenleaf (1998) explores the philosophy of servants and sees
them as those people who administer to others.
In turn, it is through this action that they become wiser and
more knowledgeable about their organization and what it takes to make it
successful. It is hard work being a good servant, and the responsibilities are numerous. Good servants are as passionate about the organization as the upper administration. They look for where they can fit in and how they can make a difference. They want to use their strengths to better the organization (Chaleff, 1995). Challenging
the Organization Followers
who are willing to take responsibility and serve the organization in the
best manner in which they can should also be willing to stand up for
their beliefs, to risk rejection, and to confront conflict when
appropriate. Organizational
harmony should be valued, but so should integrity and personal beliefs (Chaleff,
1995). Senge (1990) takes a
firm stance on structural conflict and dealing with conflict and
defensive actions. He
believes that organizational conflict can be beneficial and productive.
Even though everyone shares in a common vision, there will be
differing ideas on how to accomplish that vision.
Creative thinking can come out of these free-flowing ideas. However, conflict turns harmful when it becomes defensive.
Defensive routines block energy and stifle creative thinking.
Ultimately, collective learning becomes stifled. As
a follower who is willing to challenge, you need to keep these points in
mind: 1)
Keep an open mind and don’t become defensive; 2) Recognize when you
become uncomfortable in a situation.
Instead of tuning out, look into yourself and seek out why you
may feel threatened and/or uncomfortable; 3) Let your feelings be known.
Don’t be afraid to say, “I’m uneasy about this, and there
might be others who feel the same way. Can you help me make sense of
this?” Remember the
philosophy of horizontal accountability; 4) Pick your battles wisely.
Not everything is worth questioning or challenging.; and 5) Inquire and
reflect. As Senge (1990, p. 256) states, “In the presence of a genuinely shared vision, defensive routines become just another aspect of ‘current reality.’” Participating
in Change Change
can be difficult, even traumatic. Generally,
it’s much easier simply to let things continue in the status quo.
However, the whole concept of powerful followership is about
managerial change, and if done with thought and skills, it can transform
a mediocre organization into an influential, forward-looking one. For
several years libraries were rather static.
However, once non-print resources hit the scene in the mid 1970s,
libraries have not had an opportunity to sit back and retain the status
quo. Most of the change
that libraries have experienced in the past thirty years has been
technology centered. In all
honesty, some leaders and followers struggle to keep up with the demands
technological advances have put on libraries.
Yet, we now have a better grasp on the issues and are better able
to become more visionary and concentrate on instructional and
informational technology strategic plans. As a follower, what should your role be and how can you become a catalyst for change? Having taken responsibility for knowing where your library is heading and knowing how you fit into that process, you should be in a better position to look at what’s occurring in the community, the nation, and your library and analyze what impact you could have on your organization. What ideas do you see for your library and your unit? These needn’t be extensive or transformational, but they should focus on your unit or on your individual position. Talk about your ideas with your colleagues and your department head. Bring them up at department meetings and use them to initiate further discussion. Your ideas may just be the spring board for others. conclusion Effective leadership is accomplished by leaders and followers working together. The postindustrial leadership paradigm is characterized by power-sharing and collaboration (Brungardt, 1998). As a powerful follower, junior librarians are able to create a profound effect on the organization. The followership role is important and being able to see how your goals fit within the larger context is a key to effective followership. The model presented here is one way in which junior librarians can take on a pro-active role in the library, while learning the tools to become an effective leader in the future. Leadership and followership are constantly evolving notions. Consensus, collaboration, and cooperation, rather than conflict, should permeate today’s library. Take advantage of developing new skills and obtaining the knowledge needed to become an effective leader by first being a powerful follower. Challenge yourself and your thinking. Become involved and learn more about how you fit into the library organization. Become part of the change that is taking place. Participate and contribute your values and insights, and remember when you become a leader that your followers are a key to your own success. references
Article submitted Apr 2002 Disclaimer: The ideas expressed in LIScareer articles are those of their respective authors and do not necessarily represent the views of the LIScareer editors.
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Page last updated
10/03/2005
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