Type of Followership
The test indicates that I have a score of 55 and 53 on active engagement and independent thinking followership, respectively. According to Kelley, the results show that I am an exemplary follower (Baker, 2007). I am an independent, critical thinking, visible, and active follower who is always willing to be visible. Further, as an exemplary follower, I am innovative and willing to question my supervisor’s leadership. I know how to work well with members of my team and I present myself consistently to my workmates. I initiate, intervene, and support my leaders.
In my workplace as a mental health specialist, I collaborate with my workmates and supervisors to give quality care to our patients. I usually carry out my duties with assertiveness and energy. I am always committed to our organization and purposes beyond personal level to attain competence in my practice. I share information and opinions with everyone in my teams. I also put the necessary effort to ensure that my supervisors understand my job problems and needs, especially in circumstances where I feel misunderstood (Northouse, 2021).
Impact of My Follower on Relationship with My Leader
As an exemplary follower, I support my leader and if I think they are wrong, I actively oppose them, which I believe impact our relationship both negatively and positively. The degree of mutual trust, support, and respect I command from my leader indicates that my followership style impacts them positively (Hurwitz, & Hurwitz, 2020). However, I have noticed that when I oppose my supervisor, especially on issues that they feel very confident about, I strain our relationship.
The qualities of an exemplary follower that I exhibit, for example, bonding and collaboration with my supervisor show that we are in good relationship terms as they I have seen instances where they help me feel valued, safe, and respected. Mental health practice is quite stressful and without the support of the supervisor, one can be prone to fatigue and burnout.
In-Group or Out-Group
I consider myself both a member of an in-group and out-group depending on the situation. Most times, I belong to an in-group due to the high LMX relationship with my supervisor. My exchanges are characterized by a high level of obligation, respect, and mutual trust since when in a team, I strive to ensure the leader accomplishes more work effectively and I am always willing to do more than is required while opting for innovative ways to advance the goals of the group (Balliet et al., 2014).
However, when working with team members who are only focused on meeting the set objectives as prescribed by our department in addition to some members instituting competition, I consider myself a member of an out-group. In such circumstances, I feel like I am not attaining what I set out to achieve due to the disdain, competition, and lack of information sharing that I enjoy from in-groups (Northouse, 2021). Unlike in-groups, out-groups leave me drained, less confident, and less involved, which impacts my productivity negatively.
Role of Trust in My LMX Relationship
Trust plays an integral role in my LMX relationship since it fosters unique relationship with my team members and our supervisor, thereby instigating my engagement and outcomes. Trust brings about high-quality exchanges which positively relate to job performance (Northouse, 2021). It makes it easier to effectively understand and appreciate our needs as a team, and making us confident that our supervisor will protect our interests. As such, trust is important in my LMX relationship as it highlight the emotional bond existing between my supervisor and I.
Therefore, I need to build more trust in different areas of my work to increase everyone’s effectiveness since LMX is vulnerable to trust violations. It is crucial that I increase my work performance by showing that I am dependable to sustain trust. I think this would work well if I understand every one in my team, their preferences and agendas to ensure that what I do appeals to their course.
References
Balliet, D., Wu, J., & De Dreu, C. (2014). Ingroup favoritism in cooperation: A meta-analysis. Psychological Bulletin, 140, 1556–1581. https://doi.org/10.1037/a0037737.
Baker, S. D. (2007). Followership: The theoretical foundation of a contemporary construct. Journal of Leadership & Organizational Studies, 14(1), 50-60.
Hurwitz, M., & Hurwitz, S. (2020). Integrating followership into leadership programs. New Directions for Student Leadership, 2020(167), 23-35.
Northouse, P. (2021). Leadership: Theory and practice (9th ed.). Sage.
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