Followership As A Role Discussion replies: Burkman “No matter what our circumstances, our greatest limitation isn’t the leader above us—it’s the spirit

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Discussion replies:

Burkman

“No matter what our circumstances, our greatest limitation isn’t the leader above us—it’s the spirit within us” (Maxwell, 2011, p. 40). We all have been in a situation when our inner conscience has questioned the reasoning or morals of a leader. For some, we can trace this feeling back to childhood and how we were parented. I can remember frequently standing up against getting whipped with a belt for not finishing my dinner, regardless of being full or not. This act instilled a fear in me for challenging leadership throughout my life. This concept is annotated by Carsten et al. (2016) as a passive follower (p. 175). Around the mid-2000s is where I embraced that challenging things I found unethical or wrong were indeed the correct and reasonable thing to do. However, sometimes I am too crass when addressing unethical and immoral issues, but this is something that I am working on throughout this course. 

During research, the article I found was an article that involved a whistleblower who found faults in the quality of materials sold to the U.S. government defense department (Phillips and Cohen, 2009). The case follows Northrop Grumman and states they were required to pay an amount of $325 million to the government and $48.7 million to the whistleblower Robert Ferro. Like many followers, Ferro was conflicted by something that challenged his moral compass. Because of a non-disclosure agreement, Ferro could not proceed with the case (Phillips and Cohen, 2009, para. 6). What finally pushed Ferro to find a loophole to the non-disclosure agreement was continued issues with systems, causing the government to scramble to address while not knowing what part was causing the failures. “Ferro then went directly to the government with his information and later hired Phillips & Cohen, which filed a “qui tam” (whistleblower) lawsuit in federal district court in Los Angeles to make sure his disclosures were properly investigated“ (Phillips and Cohen, 2009, para. 10). The challenging of a whistleblower reminds me of Proverbs 3:27-28; “Do not withhold good from those to whom it is due, when it is in your power to act. Do not say to your neighbor, “Come back tomorrow, and I’ll give it to you”—when you already have it with you.”

References

Carsten, M. K., Koonce, R., Bligh, M. C., & Hurwitz, M. (2016). Chapter 20: To follow or not to follow? A tale of corrupt power and unethical leadership. In Followership in action : Cases and commentaries (1st ed., pp. 171–177). Emerald Group Publishing Limited.

Maxwell, J. C. (2011). The 360° leader developing your influence from ANYWHERE in the ORGANIZATION. Harper Collins Leadership.

The Maxwell Leadership Bible, New International Version. (2018). Thomas Nelson.

Phillips and Cohen. (2009, April 2). Largest defense contractor whistleblower case: Northrop Grumman pays $325M to settle. Phillips and Cohen. 
https://www.phillipsandcohen.com/scientist-blew-whistle-faulty-military-satellite-parts-northrop-grumman-pays-325-million-settle-case/

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Mary

Harvey Weinstein was a Hollywood producer that was accused of sexual harassment by an anonymous victim in 2017 sparking a large outpouring of other victims in the industry and their own accusations. The list of accusers and accusations led to the downfall of the famous movie producer and his conviction for rape and sexual assault resulting in a 23-year prison sentence.

Weinstein was wielding his power in the movie industry to manipulate women into providing sexual favors to him in exchange for roles in his movies. Harassment reporting rates are generally low because of the adverse consequences to those reporting the harassment and worse outcomes from the reporting than a resolution to the issue (Siuta & Bergman, 2019). The Weinstein scandal became a vital component of the #Me Too movement where women across the country held their employers accountable for sexual harassment and discrimination. 

It was only the courage of one anonymous woman that was necessary for starting a means for others to come forward and report their own experiences. This kind of courage empowers followers and solicits support from other followers in their cause. The list of victims in the Weinstein case was more than 20 names long (Harvey Weinstein Timeline: How the Scandal Unfolded, 2021).

The fall of Harvey Weinstein is an example of how one courageous follower could solicit support from other courageous followers in holding a high-ranking executive in Hollywood accountable for this unethical and criminal behavior.          

              

References

Harvey Weinstein timeline: How the scandal unfolded. (2021, April 7). BBC News. https://www.bbc.com/news/entertainment-arts-41594672

Siuta, R., & Bergman, M. (2019, June 25). Sexual Harassment in the Workplace. https://oxfordre.com/business/view/10.1093/acrefore/9780190224851.001.0001/acrefore-9780190224851-e-191

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Discussion repl

ie

s:

Burkman

“No

matter

what

our

circumstances,

our

greatest

limitation

isn’t

the

leader

above

us

it’s

the

spirit

within

us”

(

Maxwell

,

2011

,

p.

40

).

We

all

have

been

in

a

situation

when

our

inner

conscience

has

questioned

the

reasoning

or

morals

of

a

leader.

For

some,

we

can

trace

this

feeling

back

to

childhood

and

how

we

were

parented.

I

can

remember

frequently

standing

up

against

getting

whipped

with

a

belt

for

not

finishing

my

dinner,

regardless

of

being

full

or

not.

This

act

instilled

a

fear

in

me

for

challenging

le

adership

throughout

my

life.

This

concept

is

annotated

by

Carsten

et

al.

(

2016

)

as

a

passive

follower

(p.

175).

Around

the

mid

2000s

is

where

I

embraced

that

challenging

things

I

found

unethical

or

wrong

were

indeed

the

correct

and

reasonable

thing

to

do.

However,

sometimes

I

am

too

crass

when

addressing

unethical

and

immoral

issues,

but

this

is

something

that

I

am

working

on

throughout

this

course.

During

research,

the

article

I

found

was

an

article

that

involved

a

whistleblower

who

found

faults

in

the

qu

ality

of

materials

sold

to

the

U.S.

government

defense

department

(

Phillips

and

Cohen

,

2009

).

The

case

follows

Northrop

Grumman

and

states

they

were

required

to

pay

an

amount

of

$325

million

to

the

government

and

$48.7

million

to

the

whistleblower

Robert

F

erro.

Like

many

followers,

Ferro

was

conflicted

by

something

that

challenged

his

moral

compass.

Because

of

a

non

disclosure

agreement,

Ferro

could

not

proceed

with

the

case

(

Phillips

and

Cohen

,

2009

,

para.

6

).

What

finally

pushed

Ferro

to

find

a

loophole

t

o

the

non

disclosure

agreement

was

continued

issues

with

systems,

causing

the

government

to

scramble

to

address

while

not

knowing

what

part

was

causing

the

failures.

“Ferro

then

went

directly

to

the

government

with

his

information

and

later

hired

Phillips

&

Cohen,

which

filed

a

“qui

tam”

(whistleblower)

lawsuit

in

federal

district

court

in

Los

Angeles

to

make

sure

his

disclosures

were

properly

investigated“

(

Phillips

and

Cohen

,

2009

,

para.

10

).

The

challenging

of

a

whistleblower

reminds

me

of

Proverbs

3:27

28;

“Do

not

withhold

good

from

those

to

whom

it

is

due,

when

it

is

Discussion replies:

Burkman

“No matter what our circumstances, our greatest limitation isn’t the leader above us—it’s

the spirit within us” (Maxwell, 2011, p. 40). We all have been in a situation when our inner

conscience has questioned the reasoning or morals of a leader. For some, we can trace this

feeling back to childhood and how we were parented. I can remember frequently standing up

against getting whipped with a belt for not finishing my dinner, regardless of being full or not.

This act instilled a fear in me for challenging leadership throughout my life. This concept is

annotated by Carsten et al. (2016) as a passive follower (p. 175). Around the mid-2000s is where

I embraced that challenging things I found unethical or wrong were indeed the correct and

reasonable thing to do. However, sometimes I am too crass when addressing unethical and

immoral issues, but this is something that I am working on throughout this course.

During research, the article I found was an article that involved a whistleblower who

found faults in the quality of materials sold to the U.S. government defense department (Phillips

and Cohen, 2009). The case follows Northrop Grumman and states they were required to pay an

amount of $325 million to the government and $48.7 million to the whistleblower Robert Ferro.

Like many followers, Ferro was conflicted by something that challenged his moral compass.

Because of a non-disclosure agreement, Ferro could not proceed with the case (Phillips and

Cohen, 2009, para. 6). What finally pushed Ferro to find a loophole to the non-disclosure

agreement was continued issues with systems, causing the government to scramble to address

while not knowing what part was causing the failures. “Ferro then went directly to the

government with his information and later hired Phillips & Cohen, which filed a “qui tam”

(whistleblower) lawsuit in federal district court in Los Angeles to make sure his disclosures were

properly investigated“ (Phillips and Cohen, 2009, para. 10). The challenging of a whistleblower

reminds me of Proverbs 3:27-28; “Do not withhold good from those to whom it is due, when it is

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