Followership
The Overlooked Link in the Leadership Process
The History
“Can you not remember the
• Very Limited Literature picture . . . Of the man in the
swivel chair? A trembling
• Developed in the Latter Half of the 20th subordinate enters, states his
Century problem; snap goes the
decision form the chair. This
• Mary Parker Follett: “One was either a leader man disappears only for
another to enter. And so it
or nothing of much importance.” goes. The massive brain in the
swivel chair all day
• Great Man Theories/Heroes communicates to his followers
his special knowledge.”
• Individualistic and Static
-Mary Parker Follett, 1960
The History
• World War II “When the need arose for a
more active follower, the
• Hierarchical, authoritarian structures, to model of the omniscient
leader and obedient, passive
conquer an enemy follower or subordinate was
too entrenched to allow those
• Roosevelt, Churchill, Stalin, Hitler subordinates to embrace a
new role of active
• Organizations Followed Suit followership. The image of
the ‘drab powerless masses’
• 1980’s: Global Economy, Technology, that Burns described as
followers in the historic
Changing dynamics in the Workforce
leadership literature was slow
to change.”
-Susan D. Baker
The Process
Leadership Followership
Non-Leader
Leader/Follower
Non-Follower
Leadership and Followership is not an either or proposition. Followership is NOT the opposite of
Leadership. The Opposite of both is non-leader/non-follower
The Process
“Leadership is an intricate
Leader Leadership
relation between leader and
followers.”
F.H. Sanford, Sociologist
Context Follower
Robert Ginnett, Ph.D.
Current Thinking
• Followers and Leaders are Roles
“The longer I study
• Followers are Active, not Passive effective leaders, the more
I am convinced of the
underappreciated
• Followers and Leaders Share a Common importance of effective
Purpose followers.”
-Warren Bennis
• The Relational Nature of Followers and
Leaders
Follower and Leader are Roles
• The Role Should be Defined by
the Context
• Don’t “Pigeon Hole” People
• Most Managers Play the Roles
of Leader and Follower
Followers are Active, Not Passive
• Not Just Manual Labor or
Loyalty
• Followers Keep Leaders “in
control of the situation.”
• Engagement, Commitment,
Discretionary Effort are choices
Shared Common Purpose
• Followers Force Leaders to be
Followers
• Success of the Organization’s
Goals and Each Other
• Clarity of Goals and Purpose
Matter
Relational Nature
• Mutual Influence
• Partnership with Equal Weight
• Self-Concept of Followers
Matters
Types of Followers
“So the question is not whether to
have followers but what kind of
followers we want. I think what we
want is ‘good’ followership –
people who take appropriate
actions with great skill and
achievement.”
-Robert E. Kelley
Alienated Followers
• Critical but Passive
• Cynical and Sarcastic
• Unmet Expectations/Goal
Changes
• Broken Trust
Alienated Followers
Moving From Alienated to Exemplary
• “Get Over” Unmet Expectations
• Engage the Leader About Broken
Trust
Conformist Followers
• Active, but no critical thinking
• Accept Assignments and Never
Ruffle Feathers
• Domineering Leaders
• Bureaucracy and Hierarchy
Conformist Followers
Moving From Conformist to
Exemplary
• Watch Healthy Conflict
• Find a Safe Place to Practice
Pragmatist Followers
• Active or Critical depends on
the “winds”
• You Might Lack Credibility
• Unstable Situation
• Leaders who Play Politics
Pragmatist Followers
Moving from Pragmatist to Exemplary
• Find Your Passion and Purpose
• Rebuild Your Credibility
Passive Followers
• Passive and Uncritical Thinking
• Not Doing Much of Anything
• May be a Response to
Management Style
• Don’t Want to be a Follower
Passive Followers
Moving From Passive to Exemplary
• This is the hardest jump
• Learn what followership means
Exemplary Followers
• Active and Critical
• Goal/Mission Focused
• Critical-Path Activities
• Take Initiative
• Add Value Authentically
• Courageous Conscience
Leadership from the Followers
• Treat Followers as Partners
Share Information Leader Leadership
Risks and Rewards
Share in Goal Setting
• Add Value to Follower Productivity
Create Environments Where Followers Flourish
Don’t be a Hero but a Hero Maker Context Follower
Leadership from the Followers
“Understanding why people follow
is important to leaders and Leadership
followers alike. Knowing these Leader
motivations, one can design
organizational environments to
attract, accommodate, and retain
followers.”
-Robert E. Kelley Context Follower
Followership
The Overlooked Link in the Leadership Process
