Cameron and Quinn’s (2006) Competing Values Framework (CVF) offers four quadrants of organizational culture types, each ranging in their focus of external vs. internal and level of control. In this facilitated session, we will engage the audience in a robust discussion on how the four organizational culture types may attract or repel certain types of followers, centering on the followership typologies defined by Chaleff (2009) and Kellerman (2008). The outcome aims to be a greater understanding of organizational culture’s influence in how well followership types thrive in each cultural typology.
Susan has worked in Organizational Development consulting for more than 10 years. She serves as adjunct faculty at Azusa Pacific University’s School of Business and Management and is pursuing her PhD at Indiana Wesleyan University.
Global HR Leadership Consultant | PhD Student | Adjunct Faculty
Ms. Cole possesses over 20 years of experience in HR corporate leadership roles. She is a PhD student in Organizational Leadership at Indiana Wesleyan University. Ms. Cole holds adjunct faculty positions at Indiana Wesleyan University and Western Michigan University.
As a human mode of operation, story is an essential framework and clarifying tool for followers and leaders alike. As relational connections have multiplied and digitized, and story exposure is at an all-time high, our “story intelligence” can become taxed to the point of paralysis. Participants will actively engage others in storytelling games and activities to better understand personal and collective followership by identifying as characters within stories. Through this, we aim to refine our understanding of ourselves as responsible values-actors within our communities and hone our first line of defense against being passive “watchers” in the postmodern age.
