What are "yes" people? A "yes" man or "yes" woman would be what Dr. Robert E. Kelley of Carnegie-MellonUniversity would categorize as a conformist follower (Kelley, 1992). These individuals typically display a low level of critical independent thinking a high level of active engagement. They tend to enthusiastically complete any assignment with vigor and determination precisely as directed, without question, because "the boss is always right".
This premise was verified in my research. The data suggests that the leader can count on not receiving critical feedback when it comes to his or her decisions, policies or organizational operations that may be heading in the wrong direction. But they can depend on good support when it comes to completing tasks or supporting decisions regardless of the ethical or moral consequences. In my research, this premise was supported as the data revealed that in terms of displaying Courageous Follower attributes (Dixon, 2003), Conformist followers tended to display a low level of the attributes of the Courage to Assume Responsibility, Courage to Challenge and the Courage to Take Moral Action and displayed moderate levels of the attributes of Courage to Serve and the Courage to Participate in Transformation (Fobbs, 2010).
Organizational leaders would be better off relying on employees who are exemplary followers. Exemplary followers, (Kelley, 1992), display high levels of independent critical thinking and active engagement. They also display high levels of all five Courageous Follower attributes, (Fobbs, 2010). These followers are those that:
- Display strong initiative,
- Have a solid moral and ethical moral,
- Are focused on supporting the organizational common purpose,
- Will support their leader so long as their leader is supporting the organizational common purpose, and
- Is engaged in moral and ethical behavior.
The exemplary follower is not afraid to challenge unethical or immoral behavior of their leaders. But they will do so in a quiet and professional way that lets the leader know, they have their support, but they need to change. The exemplary follower will be a cheerleader for sound organizational change, be an innovator, supportive team player and will not publicly criticize unwise polices or decisions. They will provide innovative solutions to what is wrong and is not afraid of sharing the credit (Kelley, 1992).
Finally, the exemplary follower will not be afraid to take moral action or leave the organization if the organization continues to engage in immoral or unethical behavior or abandons its common purpose. In essence, no organization would be well served in keeping a yes-man or yes-woman as an employee. In my view, those employees would better off in a place asking “Do you want fries with that!” On the other hand, those leaders who surround themselves with yes-men and yes-women may have some issues with acute narcissism and other forms of toxic leadership, a subject for another note!
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