Chapter 12

LEADERSHIP
MORTHOUSE
Followership
Chapter 12
Overview
 Followership Description
 Followership Defined
 Role-Based and Relational-Based Perspectives
 Typologies of Followership
 Theoretical Approaches
 Followership and Destructive Leaders
 How Does Followership Work?
Followership Description
 Followers play a central role in the leadership process.
 Historically, leaders have captured most of our attention.
 Leaders have been viewed as the causal agents for organizational
change.
 Today, researchers view leadership as a shared process. Leaders and
followers are interdependent.
 The world needs more followers, and less glorified leaders.
Followership Defined
 Followership--is a process whereby an individual or individuals accept
the influence of others to accomplish a common goal.
 Followership has an ethical dimension; it is not morally neutral.
 There are ethical consequences to followership; the character and
behavior of followers have an impact on organizational outcomes.
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Role-Based Perspective
 Focusis on the typical roles followers enact while occupying a
formal or informal position within a hierarchical system.
 Followers’ behaviors affect the leader and organizational
outcomes.
Relational-Based Perspective
 Based on social constructivism: People create meaning about their
reality as they interact with each other.
 Followership is co-created by the leader and follower in a given
situation through communication.
 Leadership occurs as people exert influence on each other and respond
to those influence attempts.
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Four Typologies of Followership
Zaleznik Typology (1965)
 Psychological view of follower behaviors
 Two axes of follower behaviors:
-dominance/submission
-passivity/activity
 Four types of followers
- withdrawn (submissive/passive)
- masochistic (submissive/active)
- compulsive (dominance/passive)
- impulsive (dominance/active)
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 Types represent followers’ responses to inner tensions regarding authority.
Tensions may be unconscious but often come to the surface when
interacting with the leader.
Kelly Typology (1992)
 Most recognized followership typology
 Followers are enormously valuable to organizations
 Emphasizes the motivations of followers
 What accounts for exemplary followership?
 Two axes of follower behavior:
- independent critical thinking/dependent uncritical thinking

- active/passive
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 Passive followers: Look to leader for direction and motivation
 Conformist followers: On the leader’s side but still look for
direction and guidance
 Alienated followers: Think for themselves and exhibit negative
energy
 Exemplary followers: Active, positive, and offer independent
constructive criticism
 Effective followers share same qualities:
1. They self-manage and think for themselves; exercise
control, work without supervision.
2. They show strong commitment to organizational goals and
well as personal goals.
3. They build their competence and master job skills.
4. They are credible, ethical, and courageous.
Chaleff Typology (1995, 2003, 2008)
 Developed from WWI experience. Why do people follow toxic
leaders like Hitler? What can be done to prevent this from
recurring?
 Followers serve a common purpose along with leaders.
 Followers need to take a more proactive role.
 Followers need to take more responsibility, feel more agency,
and confidence in ability to influence others.
 Prescriptive approach to making courageous followers:
 Assume responsibility for the common purpose
 Support the leader and organization
 Constructively challenge the leader if the common purpose or
integrity of the group is being threatened
 Champion the need for change when necessary
 Take a moral stand that is different from the leader’s to prevent
ethical abuses
 Two axes of courageous followership:
- courage to support (low–high)
- courage to challenge (low–high)
 Four styles of followership
- Resource (low support, low challenge)
- Individualist (low support, high challenge)
- Implementer (high support, low challenge)
- Partner (high support, high challenge)
Kellerman Typology (2008)
 Developed from perspective of political science
 Leaders’ importance overestimated because they have
more power, authority and influence; importance of
followers is underestimated.
 Followers are “unleaders” with less rank and who defer
to leaders.
 Followers differentiated on one attribute: Level of engagement (low–
high)
 Five levels of followers:
1. Isolates are completely unengaged.
2. Bystanders are observers who do not participate.
3. Participants are partially engaged and willing to take a stand on
issues.
4. Activists feel strongly about the leader and the leader’s policies
and act on their own beliefs.
5. Diehards are totally dedicated to their cause; deeply committed to
supporting the leader or opposing the leader.
The Value of Typologies
 Provide a starting point for research
 Highlight
many ways followers have been
conceptualized
 Share some commonalities among them
 Provide labels for follower types which can assist leaders
in effectively communicating with them
Theoretical Approaches to Followership
 Uhl-Bien (2014)--Followership is comprised of
“characteristics, behaviors and processes of individuals
acting in relation to leaders.”
 Followershipis a relationally-based process that includes
how followers and leaders interact to construct
leadership and its outcomes.
 Follower characteristics
- attributes, traits, motivations, and perceptions
 Leader characteristics
- attributes, power, perceptions, and affect
 Followership and leadership behaviors
- Extent to which followers obey, defer to, or resist the leader
- How leader influences followers to respond
 Followership outcomes
-Results that influence the follower, leader, their relationship, and the
leadership process.
Two Theoretical Frameworks
Reversing the Lens
 Focus on how followers affect leaders and organizational
outcomes
 Followers can be change agents
-Impact of follower characteristics on follower behavior
- Impact of follower behavior on leader perceptions and
behaviors and vice versa
- Impact of both followers and leaders on followership
outcomes
The Leadership Co-Created Process
 One person’s leadership behaviors interact with another person’s
followership behaviors to create leadership and its outcomes.
 Leader behaviors are influence attempts.
 Follower behaviors grant power to another, comply, or challenge.
New Perspectives on Followership
Carsten, Harms, and Uhl-Bien, 2014
1. Followers get the job done

2. Followers work in the best interest of the organization’s mission
3. Followers challenge leaders
4. Followers support the leader
5. Followers learn from leaders
Followership and Destructive Leaders
Lipman-Blumen: The Allure of Toxic Leaders (2005)
How Followership Works
 Discussing followership elevates its importance and the value of
followers
 Followership is about how individuals accept influence of others
to reach a common goal
 Research helps us understand why harmful leadership occurs
and sometimes goes unrestrained
Strengths
 Recognizes followership as an integral part of the leadership equation
 Forces a whole new way for people to think about leadership, and to focus
on followers
 Views leadership as co-constructed
 Provides a set of basic prescriptions for what a follower should or shouldn’t’
do to be effective
Criticisms
 Little methodical research ahs been done so far
 Currentfollowership literature primarily based on observation
and anecdote
 Leader-centric view of leadership may be too ingrained for
followership to gain importance
Application
 Followership is as important as leadership.
 Learning about leadership can be useful for organizational training
and development.
 Leaders can learn how to understand followers and how to most
effectively work with them.
CONCLUSION

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LEADERSHIP

- independent critical thinking/dependent uncritical thinking

1. Followers get the job done

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