Leadership is often celebrated as the driving force behind organisational success. However, the narrative is incomplete without acknowledging the vital role of followership—a dynamic, evolving concept that is reshaping how we understand leadership. Modern followership shifts the focus from passive compliance to active participation, demonstrating that effective leadership is a collaborative process.
From Passive to Active: The Evolution of Followership
Traditionally, followers were viewed as subordinates, merely implementing the vision of leaders. This perception began to change with the foundational work of Robert Kelley in the late 1980s and 1990s. Kelley introduced models that categorised followers based on their levels of engagement and independence, highlighting the diversity in followership behaviours. His seminal work laid the groundwork for recognizing followers as critical contributors to leadership outcomes.
Later, events like the 2008 Claremont University Conference expanded on Kelley’s ideas, exploring the complexities of followership. The discussions highlighted both empowering aspects and challenges, such as the risk of followers enabling toxic leadership. These insights have fueled a growing recognition of the interdependence between leaders and followers, and the essential balance required to achieve organisational success.
Followership in Practice: Types and Behaviours
Modern theories categorise followers into various types based on their behaviours and levels of engagement. Kelley’s typology, for instance, identifies five key follower types:
- Isolates: Detached and uninvolved.
- Bystanders: Observers who are aware but not active.
- Participants: Actively engaged and supportive.
- Activists: Highly involved and eager to contribute.
- Diehards: Passionately committed to a cause or leader.
Barbara Kellerman’s framework further emphasises the spectrum of follower engagement, ranging from passive “isolates” to fervently engaged “diehards.” These models suggest that effective followership involves more than just supporting leaders—it includes challenging assumptions, providing constructive feedback, and fostering innovation.
The Symbiotic Relationship Between Leaders and Followers
Leadership and followership are two sides of the same coin, each gaining value only when they work in harmony. Leaders provide vision and direction, while followers bring critical thinking, feedback, and execution. This interdependence creates a collaborative culture that drives innovation and resilience.
Research shows that organisations that embrace followership cultivate environments of mutual respect and inclusivity. Such cultures empower followers to voice their perspectives and participate in decision-making processes. The result is not only higher engagement but also greater adaptability in navigating complex challenges.
Challenges to Modern Followership
Despite its importance, followership often carries a stigma. Being labelled a “follower” is sometimes perceived as passive or unambitious, particularly in hierarchical or competitive environments. This misconception can hinder individuals from embracing their roles as active participants in leadership dynamics.
Organisations must address these challenges by fostering cultural shifts. Promoting inclusivity, valuing feedback, and redefining followership as a dynamic role rather than a subordinate one can mitigate these barriers. Emphasising that everyone alternates between leadership and followership roles helps dismantle outdated stereotypes and fosters collaboration.
Characteristics of Effective Followers
Effective followers exhibit a combination of key traits that enhance their contributions to organisations:
- Self-management: Taking responsibility for their roles without constant oversight.
- Critical thinking: Evaluating decisions and providing informed feedback.
- Adaptability: Responding to changing circumstances with flexibility.
- Collaboration: Building trust and fostering teamwork.
These traits not only enhance individual performance but also strengthen organisational dynamics by promoting shared goals and mutual accountability.
Building a Culture of Followership
Creating a culture that values followership requires deliberate effort. Leaders can foster this environment by:
- Encouraging open communication and feedback.
- Providing training that develops critical thinking and collaboration skills.
- Recognizing and celebrating the contributions of followers.
When organisations prioritise these practices, they unlock the full potential of their teams, enabling both leaders and followers to thrive.
The Value of Two Sides
Modern followership challenges the traditional, leader-centric view of organisational dynamics. It recognizes that both leaders and followers play integral roles in achieving success. Just as a coin with one side lacks value, leadership without followership—and vice versa—cannot drive sustainable progress. By embracing the interplay between these roles, organisations can create resilient, innovative, and inclusive cultures that thrive in today’s ever-evolving landscape.
References
- Kelley, R. E. (1992). The Power of Followership: How to Create Leaders People Want to Follow and Followers Who Lead Themselves. Doubleday.
- Kellerman, B. (2008). Followership: How Followers Are Creating Change and Changing Leaders. Harvard Business Press.
- Greenleaf, R. K. (1970). Servant Leadership: A Journey Into the Nature of Legitimate Power and Greatness. Paulist Press.
- Blass, T. (1999). The Milgram Paradigm After 35 Years: Some Things We Now Know About Obedience to Authority. Journal of Applied Social Psychology.
- Chaleff, I. (2009). The Courageous Follower: Standing Up to & for Our Leaders. Berrett-Koehler Publishers.
- Carsten, M. K., Uhl-Bien, M., West, B. J., Patera, J. L., & McGregor, R. (2010). Exploring Social Constructions of Followership: A Qualitative Study. The Leadership Quarterly.
- Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. (2014). Followership Theory: A Review and Research Agenda. The Leadership Quarterly.
- Kellerman, B. (2004). Bad Leadership: What It Is, How It Happens, Why It Matters. Harvard Business Review Press.
- Riggio, R. E., Chaleff, I., & Lipman-Blumen, J. (2008). The Art of Followership: How Great Followers Create Great Leaders and Organizations. Jossey-Bass.
- Ardelt, M., & Sharma, B. (2021). Linking Wise Organisations to Wise Leadership, Job Satisfaction, and Well-Being. Frontiers in Communication.
- Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
