What type of follower is both a critical, independent thinker and active in the organization?

Do a Google search for the word followership and you get 142,000 results; do a search for leadership and you get 134 million. Yet without followers, a leader is a lonely figure. So why do we focus so much attention on leadership and so little on followership? The day when a leader could expect blind allegiance is gone. More and more people are challenging hierarchal structures and those at the head of them.

There is a dynamic relationship of mutual benefit and support between the leader and the follower. They both need each other, and the task, organisation, business or cause that they serve needs them both. Moreover, it needs them to work together. Therefore, it is in the interest of your business or organisation to give attention to both, and to the dynamic of the relationship between them.

It is necessary to distinguish between followers and subordinates. Subordinates are in an inferior position in a hierarchy and are expected to obey commands from the person in the position of leader. The leader has authority and the subordinate is expected to submit to that authority. A follower, on the other hand, follows because they want to. There may still be a hierarchal structure in place, but they follow because they want to and not because they have to.

It cannot be assumed that people will follow a leader. The follower has needs that must be satisfied by the leader or they will cease to follow. When they do so they become a leader – either leading themselves and others away from the organisation or leading the organisation in another direction.

I believe that organisations or businesses that take an honest and open look at this dynamic and focus on how to support both leaders and followers have the greatest chance of success.

Several writers have tried to categorise followers into different types. Robert Kelley[1] describes five types:

• Alienated Followers are independent, critical thinkers; but low on active engagement. Although members of the group they do not participate, are critical and cynical. They are free thinkers.
• Conformist Followers (Yes People) are actively engaged but are not independent thinkers. They like to be told what to do and will defer to the leader.
• Passive Followers (Sheep) are dependent upon the leader to do the thinking, are uncritical of the leader or the group’s actions and are passive participants, going along with the group.
• Pragmatist Followers (Survivors) somewhat independent in their thinking and active engagement. They are measured and limited in their criticism of the leader.
• Exemplary Followersare independent critical thinkers who engage actively in the group. They can be relied upon to give constructive, critical input and to act on their own initiative.

Ira Chaleff[2] describes five types:

• The Partner is highly supportive of the leader yet will also challenge and question the leader’s behaviour and policies. Chaleff identifies this follower as displaying the characteristics of a Courageous Follower.
• The Implementer can be relied upon to get the job done without much supervision. However, they cannot be relied upon to give critical feedback if the leader is heading in a direction that conflicts with the purpose or values of the organisation.
• The Individualist can be relied upon to voice an opinion and be critical of the leader. However, they tend not to balance their negative criticism with active support when the leader is doing well.
• The Resource is reliable and dependable – a safe pair of hands. They can be relied upon to do their job but no more. They are unlikely to voice an opinion one way or another.

In an ideal situation the leader will have plenty of Kelley’s Exemplary Followers or Chaleff’s Courageous Followers. However, this will not happen without leaders and an organisational culture that supports this relationship. It requires a leader who is not afraid of criticism, who is open to and who cultivates relationship, and who is prepared to follow. It requires followers who are able to see that their current role is to follow, and to show leadership. It requires an organisation that sees these roles; leader and follower; not as rigid positions but as roles that support the purpose of the organisation.

The concept of roles as being fluid and not attached to individuals is an important one to grasp. It is core to how Process Work views relationships. It is not to say that there should not be a position of leader. However, if the role of leader is seen as fluid and belonging to the group then it is open to anyone to take it up. Similarly, the role of follower is fluid too and can be taken up by anyone – including the leader. If the roles of leader and follower are seen as belonging to the group rather than being attached to any individual it is possible to get away from any one person being permanently attached to a particular role. In that way it is the group’s purpose that can be followed and led.

To do this there needs to be an open and frank dialogue between all members of the organisation about what is expected of the leaders and the followers. This will allow a relationship where all understand and support the various roles and everyone is in support of the purpose of the organisation or group.

Tim Spalding

[1] Kelley, R; 1992; The Power of Followership: How to create leaders people want to follow, and followers who lead themselves;  Doubleday; New York

[2] Chaleff, I; 1995, 2003; The Courageous Follower, Standing up to & for our leaders, 2nd Edition; Berrett Koehler; San Francisco

It is interesting how much we focus on leadership, because in doing so, we forget about the other key players in the process: followers. Like good leaders, good followers need to develop some sound characteristics. Consider a good sports team. We have those who lead and those who follow, at different times, and for different reasons, within a game. The team relies on the expertise and abilities of those with the required skill set, as the team needs the skills in question. To be able to access those skills on the fly, the team has to be aware of the talents available and who possesses them. No one can be passive, and everyone has to be a good thinker. In fact, there are two key parameters that we, as followers, need to display: critical thinking, and active behaviour. The critical thinking is where we are mindful of what is going on around us, and of what the team needs for their outcome to be achieved. It is not about us: it is about the organisational goal. Active behaviour is where we don't sit back and wait for others to put their hands up: we get on and do it, if we are the best qualified. Based on these two ideas - critical thinking and active behaviour - Robert E. Kelley thought about two continua: the first being independent, critical thinking, versus dependent, uncritical thinking; the second being active versus passive behaviour. Based on those two continua, came up with his Five Followership Styles model, which are:

1. Effective: a follower who is both a critical, independent thinker and active in behaviour. They exhibit consistent behaviour to all people, regardless of their power in the organisation, and deal well with conflict and risk. They cope with change, put forward their own views, and stay focused on what the organisation needs. They understand how others see them - so are mindful. They make acts of leadership often, and use their referent, expert, network and information power often in service of the organisation. Kelly called this group originally "The Stars".
2. Conformist: this follower type is very busy, but doesn't necessarily engage their brain to think through what it is they are doing. They participate very willingly but don't question orders. They will avoid conflict at all costs and take the quietest path, but will defend their boss to loyal extremes. Kelley originally named this follower type "The Yes-People".
3. Passive: think of a two year old who doesn't want to do something and just goes floppy. This is the passive follower. They don't engage their brain enough, nor do they take concrete action. Robert Kelley called this group "The Sheep". While not showing any initiative nor responsibility, this follower type can be the result of micro-managers or a negative, over-controlling and blame-oriented culture.
4. Alienated: this follower thinks extremely well, but for some reason often snipes from the sidelines. They have got stuck where they are, are very negative and feel they have lost their power. They have seen 'too much', have become bitter in their work from being passed over for promotion, or from having stayed too long in one position.
5. Pragmatic Survivor: this follower type I think of as the organisational 'canary in the mine-shaft'. They can flip between different followership styles, to suit each situation, and are our early warning system when the organisation's culture is starting to change for the worse. We all know that there are some people who can see the writing on the wall early: identify them and use them to ensure that your work culture remains healthy at all times.

We can't have only exemplary followers in an organisation. New people can be passive or conformist, as we all try to minimise risk until we are comfortable and more certain of our environment. We need some pragmatic survivors so when the culture starts to deteriorate, we see our canaries pulling away and can run repairs prior to a breakdown. The devil's advocates - the Alienated - amongst us can spark new ways of thinking, if we can direct their criticism wisely and help them move into new roles which avoid bitterness. But most of our profit comes from exemplary followers, our stars. Something to remember.

Sam

References:

• Daft, Richard L. (2007). The Leadership Experience (4th Edition). USA: Thomson South-Western.
• Kelley, Robert E. (1988). In praise of followers. Harvard Business Review, November 1988, Volume 66, issue 6 (pp. 142-148).
• Rohde, Susan, & Ford, Deb (2007). Determining Your Followership Style. USA: Roosevelt University. Retrieved on 6 January 2008 from //www.roosevelt.edu/hr/td/documents/DeterminingYourFollowershipStyle.ppt