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The Leadership Process

The Leadership Process and the Role of Followers

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Most leadership theories are leader-centric. That is, they focus on understanding leadership effectiveness from the leader’s point of view. But it is just as important for leaders to understand the role of followers in the leadership process. This is so because leaders and followers are closely linked. A leader cannot lead without having followers, and followers cannot follow without having leaders.

So, an important question in need of an answer is: Is the quality of leadership dependent on the qualities of the followers being led?

Yes, leaders and followers need each other, and the quality of the relationship determines how we behave as followers. This is why both leaders and followers must focus on developing a mutually rewarding and beneficial relationship.

What Do Followers Want in Their Leaders?

Research shows that followers seek and admire leaders who create feelings of

  • significance—Such leaders make followers feel that what they do at work is important and meaningful.
  • community—These leaders create a sense of unity that encourages followers to treat others with respect and to work together in pursuit of organizational goals.
  • excitement—The leaders make people feel energetic and engaged at work.

What Do Leaders Want in Their Followers?

Followers vary in terms of the extent to which they commit to, comply with, or resist a leader’s influence attempts. For example, researchers identified three types of followers: helpers, independents, and rebels.

  • Helpers (most compliant) show deference to and comply with the leadership.
  • Independents (less compliant) distance themselves from the leadership.
  • Rebels (least compliant) show divergence from the leader.

Leaders clearly benefit from having helpers (and, to some extent, independents). They want followers who are productive, reliable, honest, cooperative, proactive, and flexible.

They do not want followers who are reluctant to take the lead on projects, fail to generate ideas, are willing to collaborate, withhold information, provide inaccurate feedback, or hide the truth.

Leading by Becoming a Good Follower

Effective leaders who work their way up learn about what motivates them and their co-workers. They also learn what good—and not so good—leadership is, and this allows them to develop empathy and compassion for those they will one day lead. In essence, they learn key followership lessonsOpens in new window that will serve them well when they become leaders.

Being a good followerOpens in new window does not end when one becomes a leader. Leaders would do well to understand that they must continue to practice good followership in their leadership roles; they must become good followership leaders. They can be good leaders by being a good follower and exhibiting these skills:

  1. Understand what motivates people. Learn about what coworkers, customers, and bosses want, and what drives them to do their best work (or to prevent others from working well). It sounds obvious, but don’t overlook the value of asking your leader how you can best communicate with each other and how often.
  2. Choose your battles. You can’t win at everything, but you can choose where to invest your time and energy. Learn how to get along with co-workers, direct reports, and senior leaders who are similar to you as well as with those who are different.
  3. Be brave. Don’t be afraid to tell your leader—diplomatically—when you think she or he may be wrong and to offer intelligent alternatives. Helpful feedbackOpens in new window is always valuable, and remember to be supportive when things are going well.
  4. Work collaboratively. Be a good team player, meeting your goals, and letting the team take credit when appropriate can go a long way toward bringing out the best in others, including your manager when you are in a follower role. Keep your leader informed; no one likes being caught by surprise.
  1. Think critically. Develop your ability to ask the right questions, raise intelligent challenges, and maintain your own competence and motivation.
    2. See also:
    1. Kelley, R. E. (1988). In praise of followers. Harvard Business Review, 66(6). 142 – 148.
    2. Garzon, J. M. (2017). Developing the next generation of followers at USAID. Retrieved from https://www.afsa.org/developing-next-generation-followers-usaid
    3. Turner, B. (2008, August 16). A leader with no followers, para. 1. Retrieved from http://pastorbobturner.blogspot.com/2008/08/leader-with-no-followers.html.
    4. Merriam-Webster, Inc. (2013). Followership. Retrieved from http://www.merriam-webster.com/dictionary/followership
    5. Kellerman, B. (2008). Followership: How followers are creating change and changing leaders (1st ed.). Boston, MA: Harvard Business, p. 213.
    6. Bennis, W. (2010). Art of followership. Leadership Excellence, 27(1), 3 – 4.
    7. Zaleznik, A. (1965). The dynamics of subordinacy. Harvard Business Review, 43(3), 119 – 131.
    8. Chaleff, I. (2008). Creating new ways of following. In R. E. Riggio, I. Chaleff & J. Lipman-Blumen (Eds.). The art of followership (pp. 65 – 71). Jossey-Bass, San Francisco, CA.
    9. Bass, B. M. & Bass, R. (2008). The Bass handbook of leadership: Theory, research and managerial applications. New York, NY: Free Press.
    10. Howell, J., & Mendez, M. (2008). Three perspectives on followership. In R. Riggio, I. Chaleff, & J. LipmanBhumen (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 25 – 40). San Francisco, CA: Jossey-Bass.
    11. Tracy, B. (n.d.). The key to leadership. Retrieved from https://www.briantracy.com/blog/leadership-success/the-key-to-leadership/
    12. Sims, R. R. (2002). Managing organizational behavior. Westport, CT: Quorum Books.
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