Followership, how it differs from leadership, and Kelley's model

Meaning of followership

Followership is the role and behaviour of people who support and work with a leader towards shared goals. It is not mere obedience: good followers think for themselves, contribute actively, give honest feedback and take responsibility for results. Since most people in organisations spend more time as followers than as leaders, and since leaders cannot succeed without capable followers, followership is an important subject of study in its own right. Effective followers are committed, competent, courageous enough to disagree, and self-managing.

Followership and leadership compared

The two are complementary roles, not different kinds of people. The same person is a leader to subordinates and a follower to superiors, and good leaders are usually good followers.

Robert Kelley's model of followership

Robert Kelley's model, which the DU course names, classifies followers on two dimensions:

• Independent, critical thinking: whether the follower thinks for himself or herself, offers constructive criticism and creative ideas, or depends on the leader for thinking (dependent, uncritical thinking);
• Active engagement: whether the follower takes initiative, participates and goes beyond the job, or is passive and needs constant supervision.

Combining these gives five styles of followership:

1. Alienated followers: independent, critical thinkers who are passive. Often capable people who feel let down, they point out problems but do not help to solve them.
2. Conformist followers (yes-people) — active but dependent thinkers. They carry out orders energetically but do not question them, even when they are wrong.
3. Passive followers (sheep) — dependent and passive. They do only what they are told and need constant direction.
4. Pragmatist followers (survivors): in the middle of both dimensions. They do what is required, question leaders only when safe, and adapt to whichever way the wind is blowing.
5. Exemplary (effective, star) followers — independent, critical thinkers who are actively engaged. They think for themselves, give honest opinions, take initiative and work enthusiastically for the group's goals. Kelley regarded this as the ideal.

Example. When a manager proposes a new billing system, an exemplary follower studies it, points out a flaw in how refunds are handled, suggests a fix and then helps train colleagues; a conformist simply implements it; an alienated employee criticises it to colleagues but offers no help.

Implications. Leaders should develop exemplary followers by encouraging honest feedback, sharing information, giving responsibility and rewarding initiative.

Conclusion

Followership is the other half of leadership. Kelley's model shows that the best followers are both independent and active, and that organisations succeed when leaders and followers alike contribute their thinking and effort.