The missing half
Leadership does not exist without people who follow. Peter Drucker wrote that the only definition of a leader is someone who has followers. Yet for decades research focused almost exclusively on leaders.
Kelley's model
In In Praise of Followers (Harvard Business Review, 1988) Robert Kelley described five types of followers along two dimensions: independent, critical thinking and active engagement.
| Type | Thinking | Engagement |
|---|---|---|
| Exemplary | independent, critical | high |
| Alienated | independent, critical | low |
| Conformist | dependent, uncritical | high |
| Passive | dependent, uncritical | low |
| Pragmatist | middle | middle |
The most valuable are exemplary followers: engaged and responsible, but also thinking for themselves and able to say “no”. Conformists are convenient for the leader but dangerous for the organisation - they will not warn of mistakes.
The courageous follower
In The Courageous Follower (1995) Ira Chaleff described the courage of followership: to assume responsibility, to serve, to challenge, to participate in change and, ultimately, to refuse to take part in something immoral. Barbara Kellerman showed that bad leadership is always co-created by followers who tolerate it.
In a community perspective
In the Church everyone is first of all a disciple - leaders included. Obedience does not mean passivity: Saint Paul opposed Peter “to his face” when he acted against the Gospel (Gal 2:11-14). A mature community needs people who support the leader and at the same time have the courage to speak the truth. Psychological safety and team leadership help make this possible.
Sources
R. E. Kelley, In Praise of Followers, Harvard Business Review 1988 R. E. Kelley, The Power of Followership, Doubleday 1992 I. Chaleff, The Courageous Follower, Berrett-Koehler 1995 B. Kellerman, Followership, Harvard Business Press 2008 P. F. Drucker, foreword to The Leader of the Future, Jossey-Bass 1996 Gal 2:11-14