Reply to question received from my professor in my discussion on Leaders Can’t L

Reply to question received from my professor in my discussion on Leaders Can’t Lead Without Followers
Hey there, I received a question from my professor regarding the discussion that I posted. Please see below:
Q1- Followership and leadership can appear to be a contradiction in terms, when in fact it is not.
What are your thoughts on this?
What are the key characteristics of “the isolates” as described in the Zaleznik Typology of followership?
please read the discussion below, and make reply to these question.
Please separate the answer on a separate file.
Word limit: 300.
Important:
Please note that it is important to include sufficient references in the work and ensure zero plagiarism.
Discussion
Leaders Can’t Lead Without Followers
Introduction
Leaders need to remember what they feel will affect their choices and ultimately show up as actions. Don’t expect followers to act like leaders who fail to model acceptable actions and values. Though it’s a fine beginning to start with, his terrible attitude—and maybe that of various other leaders, assuming he was right—might not be the main factor in their lack of success. Reliance on their interests, bystanders are freeloaders who exhibit a certain level of detachment (Northouse, 2022). Several people care about the issue and spend time and resources on it to have an influence. Activists are highly involved, deeply committed to individuals and the project, and ready to voice their opinions.
Behavior Defining a Follower
Among the Zaleznik, Kelley, Chaleff, and Kellerman typologies, the one behavior that defines a follower is Zaleznik’s typology, which highlights the psychological dynamics between leaders and followers; followers often display a dependent orientation in which they look to leaders for guidance and approval. The idea of “mirroring,” in which followers emulate the actions and demeanor of their leaders, is presented by Kelley’s typology, which highlights compliance and conformity as characteristics that distinguish followers (Juchnowicz & Kinowska, 2018). Conversely, Chaleff suggests a more proactive approach for followers, promoting brave followership marked by responsible criticism and responsibility (Williams, 2021). In exploring the subtleties of followership, Kellerman emphasizes how followers may facilitate and even sustain dysfunctional leadership.
Leadership Style
The leadership style suited for Zaleznik’s typology following is transformational leadership. Transformational leaders enthuse and inspire their followers by establishing a common goal, promoting creativity, and giving people the confidence to express their ideas (Riggio, 2022). Transformational corporate leaders promote open communication and appreciate the opinions of those they follow, which fosters an atmosphere in which constructive criticism is not only welcomed but actively encouraged. Under transformative leadership, constructive criticism among followers has several beneficial effects on the company (Williams, 2021). It is imperative to note that since many viewpoints are considered and integrated into decision-making processes, it fosters a culture of critical thinking and creativity and lessens the probability of making poor or immoral judgments by minimizing confirmation bias and groupthink.
How Leaders Develop Followership
Notably, making whatever conditions that the team has agreed upon extremely obvious is one of the most important ways to foster successful followership. These might include ranging from grasping the most essential business KPIs among all parties involved to avoiding multitasking throughout calls to conferences. Followers are considered to collaborate as long as all parties understand and abide by the commitments, regardless of what they may be (Williams, 2021). When there are commitments breached and no one speaks out or takes action, the organization’s culture quickly deteriorates. If the CEO was violating one of the commitments that everyone had agreed upon, the least senior worker should feel empowered to address them respectfully. This is an example of a strong business culture.
Conclusion
In light of the above, followers are not created by true leaders. They provide their followers the ability to take the initiative. One learns how to be a successful manager. The key components of effective leadership are emotional resilience, compassion, open communication, and an inspirational vision. One conduct that speaks to the spirit of followership is the capacity to provide constructive criticism. This activity contributes to organizational success and ethical leadership by demonstrating followers’ readiness to raise issues, provide other viewpoints, and question choices when appropriate.
References
Juchnowicz, M., & Kinowska, H. (2018). Leadership typology and employee engagement. Journal of Corporate Responsibility and Leadership, 5(1), 45-59.
Northouse, P. G. (2022). Leadership: Theory and practice. Sage publications.
Riggio, R.E. (2022, March 13). 5 leader behaviors that are guaranteed to de-motivate you. Psychology Today.
Williams, B. (2021, May 16). When Leaders Need To Be Followers. Forbes.