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Leadership & Followership

The Traits of Successful Relationships between Leaders and Followers

crisis-management Photo courtesy of SBU OnlineOpens in new window

The theme throughout this series is that within organizationsOpens in new window, the relationship between leaders and followers is absolutely vital. When the dynamic between the follower and the leaders is one of support and mutual benefit, much will be achieved. They both need each other and need to work together to accomplish the tasks and goals of the organization.

And, once again, the reality is that to be a good leader requires being a good follower which ultimately should result in a successful leader-follower relationshipOpens in new window. Here are some of the attributes of successful relationship between leaders and followers.

Trustworthy

TrustOpens in new window is vital to both leadership and followership. Leaders must be able to trust their followers will carry through on their tasks and followers must trust that their leaders will do the right thing.

By being conscious of their actions, both leaders and followers can establish trust. Transparency and competency are characteristics often associated with trustworthiness.

Authentic

Followers are looking for authenticity from their leaders and vice-versa. Authentic leadersOpens in new window are individuals who are acutely self-aware, ethical, and balanced in the way they gather information and make decisions.

Authentic followership is influenced by authentic leadershipOpens in new window. Engagement between authentic leaders and followers can produce higher levels of self-regulation and positive developmental outcomes. For example, followers can develop a greater sense of ownership in work and objectives and trustOpens in new window for their leaders and organizations.

Courageous

Leaders are judged by their boldness, confidence, and ability to make tough decisions. However, followers don’t need to just stand by while leaders are taking care of the dirty work. Followers have major responsibilities also. Barbara Kellerman, author of Followership: How Followers are Creating Change and Changing Leaders, is quoted as saying:

Being a good follower is complicated in ways that are rather similar to being a good leader. It means engaged. It means paying attention. It means having the courage to speak up when something’s wrong and it means having the energy and activism to support a leader or manage who’s doing things wisely and well.

Followers and leaders show courage by communicating openly, taking action when needed, and holding themselves accountable for modeling the behaviors they expect of others.

Supportive

Followers and leaders alike develop by learning to read people and understanding what motivates them. Many of the attributes of effective leader-follower relationships stem from support for each other and their organization.

Considering each other’s needs, showing care and empathy, and working together to create a productive and friendly environment are ways leaders and followers are supportive.

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. Kellerman, B. (2008). Followership: How followers are creating change and changing leaders (1st ed.). Boston, MA: Harvard Business, p. 213.
  4. Bennis, W. (2010). Art of followership. Leadership Excellence, 27(1), 3 – 4.
  5. 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.
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