Leader Follower Development

LEADER-FOLLOWER DEVELOPMENT PROCESSES

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A Paper

Submitted to Dr. Ricketson

Luther Rice University

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In partial fulfillment

of the requirements for the Course

LD514 Leader/Follower Development

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By

Michael Farrington

KT 4320

August 13, 2012

OUTLINE

I. INTRODUCTION

II. LEADER/FOLLOWER RELATIONSHIP

III. LEADER-FOLLOWER DEVELOPMENT PROCESS – RICKETSON

IV. LEADER-FOLLOWER DEVELOPMENT PROCESS - MALPHURS

V. LEADER-FOLLOWER DEVELOPMENT PROCESS - CLINTON

VI. CONCLUSION

INTRODUCTION Van Velsor and McCauley have defined leader development as the “expansion of a person’s capacity to be effective in leadership roles and processes.”[1] These researchers indicate that these roles and processes aid in setting direction, creating alignment and maintaining functional interaction within the leader follower contexts of people sharing common work.[2] This paper will attempt to find support for and conclude with Ricketson that the functional interaction between leader and follower is an intentional, interdependent, reciprocal, dynamic relational process that is oriented toward a mutually-oriented direction – following the will of God. Using this as a framework of analysis, this paper will also analyze the roles and processes which aid the follower-leader development processes or philosophies of Ricketson, Malphurs and Clinton.

LEADER-FOLLOWER RELATIONSHIP This section addresses the importance of understanding the underpinnings of the leader-follower relationship. An understanding of this relationship is foundational for analyzing various leader-follower development processes. This section will present various leader and follower theories to support Ricketson’s assertion that the functional interaction between leader/follower is an intentional, interdependent, reciprocal,

Bibliography: Chaleff, Ira. “Creating New Ways of Following” in The Art of Followership, ed. Ron Riggio, Ira Chaleff and Jean Lipman-Blumen (San Francisco: Jossey-Bass, 2008). Clinton, J. Robert. The Making of a Leader. (Colorado Springs: NavPress, 1988). Drucker, Peter. Managing The Non-Profit Organization. (New York: HarperCollins, 1990). Gilbert, Jillian and Matviuk, Sergio. “The Symbiotic Nature of the Leader-Follower Relationship and Its Impact on Organizational Effectiveness.” Academic Leadership Journal. 6:4 (Fall 2008). Ireland, R. D. and Hitt, M. A. “Achieving and Maintaining Strategic Competitiveness in the Twenty-First Century: The Role of Strategic Leadership.” Academy of Management Executive. 13 (1999). Malphurs, Aubrey. Building Leaders (Grand Rapids: Baker Books, 2004). Maroosis, James. “Leadership: A Partnership in Reciprocal Following” in The Art of Followership, ed. Ron Riggio, Ira Chaleff and Jean Lipman-Blumen (San Francisco: Jossey-Bass, 2008). Ricketson, Rusty. Follower First, Rethinking Leading in the Church (Cumming GA: Heartworks, 2009). Rost, Joseph. “Followership: An Outdated Concept.” in The Art of Followership, ed. Ron Riggio, Ira Chaleff and Jean Lipman-Blumen (San Francisco: Jossey-Bass, 2008). Van Velsor, Ellen and McCauley, Cynthia, ed. The Center for Creative Leadership Handbook of Leadership Development, 3d edition. (San Franciso: Jossey-Bass, 2010). [3] Rusty Ricketson, The Place of Leader Follower Training Lecture. (LRU: LD514, 2012) [4]Rost, Joseph [5]R. D. Ireland and M. A. Hitt. “Achieving and Maintaining Strategic Competitiveness in the Twenty-First Century: The Role of Strategic Leadership.” Academy of Management Executive. 13 (1999), 44. [6]Chaleff, Ira. “Creating New Ways of Following” in The Art of Followership, ed. Ron Riggio, Ira Chaleff and Jean Lipman-Blumen (San Francisco: Jossey-Bass, 2008), 71. [7]James Maroosis. “Leadership: A Partnership in Reciprocal Following” in The Art of Followership, ed. Ron Riggio, Ira Chaleff and Jean Lipman-Blumen (San Francisco: Jossey-Bass, 2008), 18. [8]Rusty Ricketson, Follower First, Rethinking Leading in the Church (Cumming GA: Heartworks, 2009), 138. [10]Jillian Gilbert and Sergio Matviuk. “The Symbiotic Nature of the Leader-Follower Relationship and Its Impact on Organizational Effectiveness.” Academic Leadership Journal. 6:4 (Fall 2008), 24. [11]James Maroosis. “Leadership: A Partnership in Reciprocal Following” in The Art of Followership, ed. Ron Riggio, Ira Chaleff and Jean Lipman-Blumen (San Francisco: Jossey-Bass, 2008), 18. [12]Rusty Ricketson, The Place of Leader Follower Training Lecture. (LRU: LD514, 2012). [13]James Maroosis. “Leadership: A Partnership in Reciprocal Following” in The Art of Followership, ed. Ron Riggio, Ira Chaleff and Jean Lipman-Blumen (San Francisco: Jossey-Bass, 2008), 18. [17] Rusty Ricketson, The Place of Leader Follower Training. (LRU: LD514, 2012). [21] James Strong, The New Strong’s Exhaustive Concordance of the Bible (Nashville: Thomas Nelson, 1990), 175. [27]Aubrey Malphurs, Building Leaders (Grand Rapids: Baker Books, 2004), 23.