FOLLOWERSHIP IN A VOLUNTEER ENVIRONMENT

 

**Introduction**

In this lesson you will discover what followership means, and why it is
important to you as a volunteer. We will also provide you with a model
to help you determine what type of follower you are, and some helpful
hints on how to be a better follower. These are important concepts to
master as you gain insight into your responsibilities as a member of the
Civil Air Patrol.

**What is followership?**

You've heard it time and time again, "Before you can lead, you have to
learn to follow." The West Point Theory says, "able leaders emerge from
the ranks of able followers." So we recognize that the concept of
followership is important, but what exactly is it? The Civil Air Patrol
defines followership as reaching a specific goal while exercising
respect for authority, a positive attitude, integrity, and
self-discipline. As a member of the Civil Air Patrol, you will have many
opportunities to practice followership. This lesson will help you be the
best follower you can be with the ultimate goal of helping you be the
best leader you can be.

**Why is followership important to you as a volunteer?**

When you joined the Civil Air Patrol, you agreed to be professional, act
morally and responsibly, complete your tasks to the best of your
ability, and serve the public. These are not easy to do if you do not
understand the basics of followership. How good a follower you become
will largely determine your personal growth while you serve in the Civil
Air Patrol.

 

If the squadron or unit is going to be the best it can be then it needs
members to step up to the plate, accept the responsibilities they have
been given, and do it with respect and enthusiasm. Remember, your
individual contributions are valuable, and a critical component to the
effectiveness of the CAP team.

**What kind of follower am I?**

When addressing this question, it is first helpful to determine what
follower traits you currently have. A researcher named R. E. Kelly
interviewed leaders and followers to determine the best way of
identifying the best followers. Click on the different sections of
Kelly's Two-Dimensional Model of Follower Behavior for a short scenario
for each type of follower. Remember, these categorized follower types
represent extremes. **People generally don't fall into the extreme end
of the continuum**. For demonstration purposes, the members in the
examples represent extreme cases.

![](media/image1.wmf)Reprinted by permission of *Harvard Business
Review*. An exhibit from "In Praise of Followers" by Robert E. Kelley,
issue (November/December 1988). Copyright  1988 by the President and
Fellows of Harvard College; all rights reserved.

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**Note:** These will appear as separate frames when the person clicks on
one of the sections of the Follower Model.

R. E. Kelly determined that followers ranged from **independent,
critical thinking** at one end to **dependent, uncritical thinking** on
the other. He sums it up by saying, "The best followers are individuals
who 'think for themselves,' 'give constructive criticism,' 'are their
own person,' and are 'innovative and creative.' At the other end of the
spectrum, the worst followers 'must be told what to do,' 'can't make it
to the bathroom on their own,' and 'don't think.' In between are the
typical followers, who 'take direction' and 'don't challenge leader or
group'" (Kelley 1992).

Kelley's second dimension ranges from **active** to **passive**, and
refers to a follower's degree of active engagement in work. According to
Kelley, "the best followers 'take initiative,' 'assume ownership,'
'participate actively,' 'are self-starters,' and 'go above and beyond
the job.' The worst ones are 'passive,' 'lazy,' 'need prodding,'
'require constant supervision,' and 'dodge responsibility.' In between
these extremes are the typical followers who 'get the job done without
supervision after being told what to do,'...and 'shift with the wind'"
(Kelley 1992).

Cadet Ovine is a **passive** person. He simply does what he is told
without thinking about what he is doing. He passively complies with
orders and takes no actions in support of the squadron and its goals
without being specifically told to do so. His passive personality and
uncritical thinking define him as a **Sheep**. Cadet Ovine is easily
manipulated and pushed around, and he fails to critically think about
what he's doing.

SM Toady is extremely **active**. She volunteers for everything she can.
Unfortunately, she mindlessly agrees with everything she hears from the
flight leader. Cadet Toady lacks the ability to critically appraise
policies and form opinions on her own. Cadet Toady readily carries out
any and all orders. In the big picture, Toady is defined as a **Yes
person.** In her rush to gain favor from her superiors, she will get in
trouble. She can also be easily manipulated.

Captain Rupture always has a complaint. He is an **independent**
**thinker, critical** of all ideas and policies that come down from on
high. He points out every problem he can think of. Unfortunately, he is
also passive. Rupture takes no action on his own to improve the
situation. It's easier to complain than to work to make things better.
Rupture does not get along with the rest of the flight; he is an
**Alienated follower**. Rupture will wear down the morale of everyone in
the unit.

LtCol. Waveless has a motto, "If the minimum wasn't good enough, it
wouldn't be the minimum." Waveless lives in the middle of the Follower
model. He is **not particularly committed** to working group goals
unless it will keep him out of trouble. Waveless does not want to stick
out and therefore is a mediocre performer. On occasion, he may get up
and do something for the flight, but his motivation is to stay in the
background and not get in trouble. He offers no suggestions to the
chain-of-command on his own. Waveless is known as a **survivor**.

Cadet Riprock plays an **active** role in the flight. He actively seeks
out responsibility, and works on his own to accomplish flight goals.
When he sees something that can be improved, Riprock **critically**
thinks things through and offers suggestions for improvement up the
chain-of-command. By being a critical thinker and displaying an active
personality, Riprock would be categorized as an **Effective follower**.

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Ideally, we all want to be an effective follower. The challenge is to
make the effort to develop characteristics that promote followership.

# Effective Followership

There are specific [characteristics]{.underline} we can work on to
become better followers. These include, but are not limited to, being
enthusiastic, being proactive, owning the territory, being versatile and
flexible, avoiding the complaining trap, and practicing the CAP Core
Values. These characteristics represent only a small sample of the areas
you can focus on to grow as a follower. No one can force you to be a
better follower, you must take the initiative and work at it.

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**Note:** These will appear as a separate frame when the person clicks
on '[characteristics]{.underline}' shown above.

# Effective Followership

**Enthusiastic**

Enthusiasm is a contagious energy. Once you're assigned a task and you
accomplish that task, you will want your efforts to be accepted by the
group. Your level of enthusiasm will have a direct effect on the group
or the leader's feelings concerning the task. Display an upbeat and
energetic behavior when performing and promoting tasks. Mission
accomplishment will often rest with the followers' enthusiasm as will as
the leaders.

**Proactive**

Effective followers need to take a "proactive stance" toward
organizational problems. Being proactive means more than taking
initiative. Our behavior is a function of our decisions, not our
conditions. We have to take the initiative and the responsibility to
make things happen. This includes building effective relationships with
your supervisor. Highly proactive people recognize the importance of
accepting responsibility.

**Own the territory**

A proactive follower critically considers policies and actively presents
suggestions up the chain-of-command that will directly contribute to
unit success. Making the unit better is a task that needs to be "owned"
by the followers within the individual units and squadrons.

**Versatile and flexible**

Beating your head against a brick wall isn't the most efficient or
effective way to get to the other side. A better approach is to take a
step back and reevaluate. A second look will usually reveal a better way
around the wall (i.e., go around it, climb over it, or dig a tunnel
under it.) The point is choosing another option is less painful than
trying to break through the wall. Apply this same principle when
approaching an assigned task. Take a few minutes to reevaluate a task
before wasting time and energy trying to overcome seemingly
insurmountable obstacles. Use your brain before you use your head.

# The complaining trap

As an effective follower, your job is to make the squadron work in spite
of good or poor leadership. Complaining about policies and poor
leadership is very easy and natural for us to do. Think about the
offshoot of your complaints. By complaining about decisions and
leadership, you undermine the chain-of-command. Instead of complaining,
find creative ways to make the situation better. Keep in mind that
complainers can sink the morale in a squadron very quickly.

**CAP Core Values**

The CAP Core Values are the bedrock to a trusting environment. Lip
service to them will do nothing but undermine the mission of the
individual units and the entire Civil Air Patrol. Applying these values
in your everyday life is a personal thing. You can't force them on
anyone, and you'll eventually be able to spot a fraud. Having a personal
mission statement that you can refer to throughout your life will help
you incorporate these values in your lifestyle and increase your
effectiveness as a dynamic follower.

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**Conclusion**

The Civil Air Patrol needs effective followers who are willing to
contribute to the overall effort of the squadron/unit. Therefore, it is
important to understanding the basic principles of followership, and
apply them in all that you do. This will not only improve your working
environment, but it will make you a better person as well. Remember, the
first step in becoming a better leader is mastering the concepts of
followership.