Followership Quotes

The leaders and followers of the Harlem Renaissance were every bit as intent on using Black culture to help make the United States a more functional democracy as they were on employing Black culture to 'vindicate' Black people.

The 10 ever greatest misplacements in life: 1. Leadership without character. 2. Followership without servant-being. 3. Brotherhood without integrity. 4. Affluence without wisdom. 5. Authority without conscience. 6. Relationship without faithfullness. 7. Festivals without peace. 8. Repeated failure without change. 9. Good wealth without good health. 10. Love without a lover.

Christ manifests his divine leadership in your sincere followership. Christ's followers become true leaders because Christ is the model of true leadership.

What the country faces is not a crisis of leadership but a crisis of followership.

It's really important for our company to have a culture of healthy leadership and also healthy followership. We don't want to over emphasize leadership because it's not the most important thing. Leadership is important, followership is important, and collaboration is important.

Every true leader is a true follower. Every true follower is a true leader. You are followed because of the dreams you pursue; you pursue others because of the dreams they follow!

A leader who people do not perceive as worthy of following is really not a leader at all.

Leadership is great, however, it is founded and sustained by followership.

The more people I am able to help, the more people are willing to help others. The more followers we have, the closer we are to a perfect world.

Vast libraries are written on “leadership” and virtually nothing on “followership

For those of you who really want to give critical thought to your unique leadership style and foster genuine followership, learn from what’s out there and weave it into something meaningful and authentic.

If we’re not ready for leadership or don’t want to be the leader, then we need to focus on our followership skills that relate to a bad leader or select another leader that we think would do a better job than we would.

Good leaders follow as well as they lead. Because you can’t delegate effectively without being a good follower. When you delegate, you have to then trust the leadership of the person you delegated the activity to. And that’s good followership.

leadership can only be understood as the complement of followership.45 Focusing on leadership alone is like trying to understand clapping by studying only the left hand. They point out that leadership is not even the more interesting hand; it’s no puzzle to understand why people want to lead. The real puzzle is why people are willing to follow.

Demand maximum effort from people.

The answer is always "No" until you ask. - Ref James 4:2

Leadership is the ability to make things happen.

Leadership obeys the principle of Hooke's law to the very bone. It explains: When an elastic material is stretched, it returns to its original position. But when it's over stretched beyond its limit point, it loses its elasticity and becomes plastic, and later cuts or breaks. As a leader, in your leadership disposition, it behoves of you to acquaint yourself with this very leadership principle that edges forward. It's however, a human nature to adopt to an environment, so, leaders are humans, they tend to have this rapore with their followers which is somewhat a must needed. But the ability for such one to return and recollect to knowing his boundary makes a good leader. A phenomenon whereby he becomes drunk of platitudes, then it comes to a time where they (followers) dictate for him. And even sought and suggest plans without his consent or knowing, it has gotten to the point of plastic and break respectively.

In effect, evolution has fixed the capacity for followership – and the recognition of leadership potential – into our grey matter. It takes minimal effort to coax these facilities to the fore: we have found that, if you throw a group of people together to perform a task, it can take as little as 25 seconds for the group to nominate a leader and fall into line behind him. The chosen one will usually have some special expertise that will help the group, making him an appropriate focal point for followership (or he’ll be the loudest, and we’ll see later why good talkers are able to command leadership positions).

From uncertainty one doesn’t become any more uncertain. It’s like hitting rock bottom--and from rock bottom, the only place left to go is up. So, what exists with both certainty and uncertainty is an interdependent system; a world, situation or whatever you want to call it that only occurs based on the evolution and existence of the other. No matter what system you employ to defeat the other, there are certain principles that govern certitude in human nature. For instance, you can’t have trust without honesty. Likewise, there can be no learning without humility, no selflessness without service, no innovation without disruption, no leadership without followership, and no fitness without “fatness” (kidding, but you get my point). What I’m trying to say is that each element depends on its reciprocal for two things: Its existence Its solution

transformational leaders understand (at least implicitly) that human beings have a dual nature. They set up organizations that engage, to some degree, the higher level of that nature. Good leaders create good followers, but followership in a hivish organization is better described as membership. POLITICAL

direction, towards a world of bad systems, bad leadership, and bad followership. The question then is, How do we redirect our steps in a hurry? In other words, where do we begin and have the best chance of success?

Leadership cannot be fulfilled without an obedient followership and followership cannot be consummated without a supporting leadership.

In a society where leadership is intensely coveted and used to measure one's worth and value, the virtue of followership is perceived as a vice and weakness.

Submission in a Christian community never equates to a loss of entitlement or power to another.

Organizations need systematic approaches to creating alignment and managing achievement. Leaders within organizations own these responsibilities. Alan Branche, the author of a book called Implementation, said, "Strategy execution is the responsibility that makes or breaks executives" We look to our leaders to lead us to a better station in life first and foremost. There is an unwritten contract to followership. We trust our leaders to call their shot and make it.

We look to our leaders to lead us to a better station in life first and foremost. There is an unwritten contract of followership. We trust our leaders to call their shot and make it.

Your ability to consummate Leadership or follower-ship brings fulfillment at each appointed time in life

Leadership that is not well-grounded in followership—following Jesus—is dangerous to both the church and the world.41

A leader is one who travels the path carved out by him, and he ‘leads’ himself onward on that path. If his path is good and his goals are desirable, many more may follow him in their desire to achieve the same goal. Hence, followership is the effect of leadership and not its cause.

Followership is not an easy path, and Jesus never pretended otherwise.

Followership starts with Jesus, stays with Jesus, goes with Jesus, and ends with Jesus.

Uncritical followership and habits of silent obedience give rise to the corruptions of power, or sometimes simply to avoidable catastrophes. For

A leader whose ego yearns to be 'the boss' is not really a leader at all. Ironically, the insatiable desire for authority renders people incapable of true leadership.

Lead me, follow me, or get outta my way!

If you crave genuine followers, then leave the well-paved, smooth road you have been walking on and walk on steep, rocky and jagged frontiers. Whoever follows you there, count on them.

And here is the crux: hospitals agreed to follow, and in return demanded financial compensation—they negotiated with the leader about their terms. This is a naive approach to followership. The IT firms, on the other hand, played a smarter game. They not only negotiated with the leader for the financial assistance that would help their sales; they also negotiated for the inclusion of meaningful use—an imposition not on the leader, but on the behavior of other followers. They shaped the long term-governance of the ecosystem when the rules were still malleable. Smart.

Nadella shows that broad-based ecosystem ambition can be sustained if it is tailored to the coalition: leading in the arenas where others are willing to follow; supporting the leadership of others where your own followership is more productive. The enlightened resolution to the ego-system trap is creating an alignment structure in which everyone can be the hero of their own journey.

And it is here—at the level of the individual—where we inevitably find that the critical ingredients for turning an openness to new trade-offs into effective alignment are humility and empathy. An alignment mindset depends on humility to accept the reality that others will not blindly follow; and it depends on empathy to understand what will enable and inspire the productive followership that is the bedrock of a sustainable ecosystem structure. This is the critical guide for building trust, and for determining which trade-offs make sense for which partner, and when.

But just as my assistant platoon commander had to be ready to lead, in this situation I had to be ready to follow. The goal of all leaders should be to work themselves out of a job. You never quite get there, but by putting junior leaders and frontline troops in charge, our SEAL platoon and task unit were far more effective. It created a culture of leaders at every level of the team. Trying to navigate between leadership and followership was an example of the Dichotomy of Leadership, the balance that every leader must find between two opposing forces in leadership. Ready to lead, but also knowing when to follow.

Social marketing is a well- planned long- term process that entails marketing styles and pety, let’s do to the coming section to find the difference between the two types of maage people to be more apprehensive and compassionate with the terrain and help those in need. Social marketing generally has a broad followership of people, and it’s frequently a problem to reach them. With the help of public finances, social marketers try to change our society for the better. Marketable marketing is a marketing approach that makes use of marketing tools to impact guests’ feelings and studies and their purchasing opinions. Unlike social marketing, this system focuses on driving deals and bringing huge profits to the company. Marketable marketers do everything possible to reach the target they use advertising and marketing tools to sell their products. Simply put, with social marketing, companies strive to impact people for the common good, while with marketable marketing, they try to impact guests’ copping opinions and drive gains. So, now that the difference is clear, it’s time to unveil social marketing tips to effectively work for the common good. 5 Social Marketing Tips Numerous strategies help apply social marketing effectively. Since the success of your crusade depends on the correctness of the named styles, we ’ll give you 5 amazing tips. Conduct exploration on your followership. Understanding your target followership lets you know how to act. Data- driven exploration allows you to have a clear picture of your followership gets . As a result, you ’ll select the right strategies and styles

Are there areas of your life and leadership in which you act as if God’s plan depends on your competence? Meditate on God’s message to Moses. Ask God to reveal and to remove the pride that presumes his plan depends on you.

Godly leadership—whether in the church or in the marketplace—is followership exercised with biblical wisdom for the good and the guidance of a community for which God has given us responsibility.

When there’s devastating corruption in a country, it’s bad leadership. When there’s nothing done about it by those being misruled, it’s bad followership — like in Nigeria.

When there’s devastating corruption in a country, it’s bad leadership. When there’s nothing done about it, it’s bad followership — like in Nigeria.

Exemplary followers present a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors. They apply their talents for the benefit of the organization even when confronted with bureaucratic stumbling blocks or passive or pragmatist coworkers. Effective leaders appreciate the value of exemplary followers. When one of the authors was serving in a follower role in a staff position, he was introduced by his leader to a conference as “my favorite subordinate because he’s a loyal ‘No-Man’.” Exemplary followers—high on both critical dimensions of followership—are essential to organizational success.

Exemplary followers present a consistent picture to both leaders and coworkers of being independent, innovative, and willing to stand up to superiors. They apply their talents for the benefit of the organization even when confronted with bureaucratic stumbling blocks or passive or pragmatist coworkers. Effective leaders appreciate the value of exemplary followers. When one of the authors was serving in a follower role in a staff position, he was introduced by his leader to a conference as “my favorite subordinate because he’s a loyal ‘No-Man’.” Exemplary followers—high on both critical dimensions of followership—are essential to organizational success. Leaders, therefore, would be well advised to select people who have these characteristics and, perhaps even more important, create the conditions that encourage these behaviors.

It is not the leaders, with their fiery speech and flashing eye and self-assertiveness, but the masses who respond that produce great achievement.

Be a great leader as a moral person, regardless of position, and followship will follow.

More specifically, we follow leaders who connect us to a mission we believe in, who clarify what’s expected of us, who surround us with people who define excellence the same way we do, who value us for our strengths, who show us that our teammates will always be there for us, who diligently replay our winning plays, who challenge us to keep getting better, and who give us confidence in the future. This is not a list of qualities in a leader, but rather a set of feelings in a follower. When we say to ourselves that leadership is indeed a thing, because we know it when we see it, we’re not really seeing any definable characteristic of another human. What we are “seeing” is in fact our own feelings as a follower. As such, while we should not expect every good leader to share the same qualities or competencies, we can hold all good leaders accountable for creating these same feelings of followership in their teams. Indeed, we can use these feelings to help any particular leader know whether or not she is any good. Those eight items introduced in chapter 1 are a valid measure of a leader’s effectiveness. We need not dictate how each leader should behave, but we can define what all good leaders must create in their followers. And since we measure this by asking the followers to rate their own experiences, rather than rating the leader on a long list of abstract leader qualities, this measure of leader effectiveness is reliable. Leadership isn’t a thing, because it cannot be measured reliably. Followership is a thing, because it can.

In today’s hyperactive social media-led environment, it is likely that a lot of pressure builds up within you to also want to be “seen”, to be “counted” among the others. It is possible that you feel distressed when people don’t talk about you or your work. You may also perhaps be agonizing over the fact that people who you think are creating far less value are more popular than you. Relax. The Purpose of your Life is not to be famous. Your fame is worthwhile only when it is relevant to posterity – when your work, and your Life’s message, lives on long after you are gone. So, just chill. Put your head down and focus on creating unputdownable value, doing meaningful work, than brooding over why you are not garnering attention and followership on social media! You will then see how happy you really are with what is!

But I have been stressing that there are other underlying species-regularities involved. First, that women leaders do not inspire ‘followership’ chiefly because they are women and not only because of the consequences of those factors noted above ; secondly, even if they want to, women cannot become political leaders because males are strongly predisposed to form and maintain all-male groups, particularly when matters of moment for the community are involved. The suggestion is that a combination of these two factors has been the basis for the hostility and difficulty those females have faced who have aspired to political leadership. This has been the basis of the tradition of female non-involvement in high politics, and not the tradition itself. Cultural forms originally express the underlying ‘genetically programmed behavioural propensities’. In their turn, such cultural forms maintain – as tradition – an enduring solution to the recurrent problem of assigning of leadership and followership roles. In this connection, Margaret Mead writes about ‘zoomorphizing Man’. ‘Culture in the sense of man's species-characteristic method of meeting problems of maintenance, transformation, and transcendance of the past is an abstraction from our observations on particular cultures.’? This is then another way of looking at how broad political patterns may predictably emerge from the more detailed and programmed patterns of different behaviour of males and females. Some females may indeed penetrate some high councils. They become ministers of governments, ambassadors, and so on. A few may receive assignments which are not ‘feminine’ in their implication, such as Golda Meir, former Israeli Foreign Minister, and Barbara Castle, U.K. Secretary of Productivity and Employment. It is important to know what happens to the ‘backroom boys’ under such circumstances. Do they retire to an even more secluded chamber? Does the lady become ‘one of the boys’?

Truth is that aspect of our being that is right and secure in itself. Truth does not need the support of anything outside of itself. Truth is Self-referral. This means that truth exists in reference to itself. When a timeless leader relentlessly pursues the path of truth, she is able to realize that all that she needs to know already exists in herself. Truthfulness makes a leader spontaneous, like a a flowing river or a blazing fire. Such a leader is not caught in the mind's dogma or prejudices. Indeed, truth is liberating - it liberates both the leader and the follower.

But for Christians, the first priority is followership.

leadership can only be understood as the complement of followership.45 Focusing on leadership alone is like trying to understand clapping by studying only the left hand.

The main reason why great leaders are rare is because books on leadership far outsell those on followership.

The Christian life is not about leadership but “followership,” not about becoming more and more but less and less.

A gifted rebel is not an asset, he is a liability to the leadership. Your responsibility as a follower is to remain loyal and truth to the higher authority above you.

The concept of sharing versus proving resonates in leadership. Someone who seeks to be number one in order to “prove” how competent he is fails a fundamental concept of leadership. Focus on what you can do for others rather than for yourself. Besides no one likes a know-it all; that is not something that encourages followership.