An Exploration of Followership

Over the years there has been much talk about “leadership”, and indeed LySB is a good example of the highlighted status this topic receives. However there has been much less talk about the important topic of “Followership”. Leaders need followers and followers can behave in a variety of differing ways, some more effective than others. Their behaviour in turn is usually a combination of the consequence of the culture generated by the leader and the capability and capacity of the individual follower. But all have their roots in Leadership.

Leadership is apparent at different levels within an organisation, but key to the release of potential is the effectiveness of “Personal Leadership”. This is ensuring that you as an individual are able to self lead in a variety of situations. For example, consider you’re coming in to work and you discover that a report you have asked for has not been completed. Although there is a huge temptation in letting the individual know, in no uncertain terms how you are feeling about their lack of respect, would this be the most effective way of dealing with the situation? Successfully coaching the individual (raising their awareness and creating ownership) may generate a better response from them, especially over the longer term. In order to do this you have to keep very tight control over your own emotions and choose your response carefully; self lead. Another example may be you find yourself in the canteen having lunch when a colleague sits with you and begins to complain bitterly about the process found within the company. The easy approach is to join in the moaning and get a few of your own complaints off your chest. Of course this may not be the most resourceful thing to do. The resourceful response needs self leadership.

This article aims to briefly explain the five different categories of “Followership” and to highlight some of the core traits found therein. Read the full post