On Followership

Robert Kelley identified five distinct followership styles based on the interplay of key dimensions – independent, critical thinking and active engagement:

• Exemplary followers – these individuals possess both high levels of critical thinking and active engagement; they are proactive, able to challenge the leader appropriately, and take ownership of their work.
• Conformist followers – high on engagement, low on critical thinking, are eager to please and willing to take on assignments but may well fail to question or propose alternative approaches.
• Passive followers – these people are low on both engagement and critical thinking and need a lot of direction and supervision; they are rather uninvolved and may not care about the organisation and its representatives.
• Alienated followers are characterised by high critical thinking but low engagement and are likely to be cynical and sceptical, possibly because they feel underappreciated or underutilised.
• Pragmatist followers – these individuals occupy the middle ground, exhibiting moderate levels of both engagement and critical thinking; they are flexible and may employ different followership behaviours depending on the situation.

Several key qualities have been described in the literature that define what makes a good follower. These attributes not only support the leader but also contribute directly to team cohesion, performance, and overall success.

• Active listening – paying attention, listening in, displaying respect for the leader and colleagues by engaging in conversations and listening for other people’s points of view, and giving feedback to make sure that everyone understands.
• Initiative and proactivity – they do not have to be told what to do and seek opportunities to help the team reach its goals (by identifying potential issues, offering solutions, or taking on new tasks without being told to).
• Effective communication – they express their ideas in a plain and straightforward manner, give feedback and listen to the opinions of other people.
• Constructive feedback – they can give guidance for improvement (in a positive and encouraging way), thus helping the team develop and advance.
• Adaptability – this means that they are flexible and can change their approach as necessary to help the team meet its goals (this could include things like learning new technologies, adapting to new priorities, or coping with unexpected challenges).
• Respect for authority – they recognise and have respect for the leader’s authority and expertise, and support the development of a positive and productive team culture (they are also comfortable speaking up to the leader and expressing their own thoughts and ideas).
• Reliability – this is crucial for gaining trust and working effectively in a team, meeting commitments and completing all tasks on time and to the expected standard.
• Team player attitude – they prioritise the success of the group over their individual success, by helping their colleagues, celebrating the team’s achievements and creating a spirit of togetherness.
• Commitment – they love the work they do and are the organisation’s representatives, are passionate about the organisation’s mission and try to bring value to their roles.
• Competence – they have all the skills and information they need to do their jobs well and seek out opportunities for growth (seeking feedback in order to know what they can improve on).
• Self-awareness and feedback – they know their strengths and weaknesses, how they affect other people, and they ask for feedback from their manager and colleagues to see where they can improve.
• Courage – to say something that is not popular, they are honest and have the courage to express their point of view and to disagree with the leader if necessary, and this is an important function of preventing the leaders from making wrong or unethical decisions.
• Loyalty – they show dedication to the organisation and its management, support the leader’s decisions and stand by them when necessary (while also providing constructive criticism in private).
• Integrity – this concept of ethical conduct and honesty is critical. They do not have a problem with expressing the truth no matter how tough it may be.

Effective followership plays a vital role in helping organisations achieve their goals. Strong followers enable teams to navigate challenges, meet objectives, and contribute to overall success. The impact of effective followership can be seen through:

• Driving innovation – Effective followers don’t just accept the status quo; they contribute ideas, challenge assumptions, and advocate for positive change. In doing so, they can inspire leaders and foster a culture of creativity within the team.
• Promoting accountability –Followers who are actively engaged in their work take ownership of their roles. They are committed not only to their own performance but also to supporting others, ensuring the team stays aligned in working towards shared goals.
• Enhancing collaboration – Strong followers work seamlessly with others, bringing together diverse skills and perspectives to implement solutions. Their ability to collaborate effectively is key to achieving shared objectives and maintaining team harmony.
• Ensuring continuity – Good followers contribute to the development of future leaders and support the organisation’s ongoing growth and transformation. In doing so, they help secure long-term stability and sustained success.
• Reducing conflict – Effective followers foster a culture of respect, collaboration, and open communication. By promoting psychological safety and mutual understanding, they help build stronger working relationships and a more positive team environment.
• Shaping organisational culture – Followers play a crucial role in influencing the values, behaviours, and norms that define how an organisation functions. By modelling and reinforcing these principles in daily practice, they help shape the culture and contribute to a positive, purpose-driven working environment.
• Influencing the leaders. Followers also have the potential to shape leaders and their behaviour because leadership and followership are reciprocal processes; this dynamic between leaders and followers is essential for organisational effectiveness.

Key expectations that leaders have of their followers include:

• A can-do attitude – Leaders value followers who are positive, proactive, and focused on outcomes. Those who take initiative, embrace responsibility, and approach tasks with energy and commitment help drive the team forward and set the tone for a high-performing environment.
• A collaborative approach – Effective followers understand that they are part of a larger system, where individual actions impact the whole. Leaders rely on followers who are strong team players—those who support collective goals, contribute to shared success, and prioritise the needs of the team over individual agendas.
• A drive to stay up to date – Leaders count on followers to be knowledgeable and current in their field. This means staying informed about emerging trends, evolving needs (such as those of patients or service users), and the broader landscape in which the organisation operates. Informed followers are better equipped to contribute meaningfully and adapt to change.
• Passion for growth – Leaders value followers who are committed to their own development. Proactive about learning, these individuals seek out opportunities to build on their strengths, address their gaps, and grow professionally, benefiting both themselves and the wider team.

• Clear goals and direction – Just as leaders rely on followers, followers also depend on leaders to clearly articulate the team’s or organisation’s goals. A shared sense of purpose and direction enables followers to align their efforts, stay focused, and contribute meaningfully to the team’s success.
• Frequent, specific, and timely feedback – Effective followers thrive on regular, constructive feedback. They need to understand what they’re doing well and where they can improve. Feedback should be prompt, focused on behaviours and performance (not personality), and framed in a way that supports growth and learning.

Colonel Phillip S. Meilinger offers “The Ten Rules of Good Followership” as a practical guide for individuals seeking to enhance their followership skills:

– Don’t blame your leader for an unpopular decision or policy; your job is to support, not undermine.

– Fight with your leader if necessary but do it in private.

– Make the decision, then run it past your leader.

– Accept responsibility whenever it is offered.

– Tell the truth and don’t quibble.

– Do your homework.

– When making a recommendation, remember who will probably have to implement it.

– Keep your leader informed of what’s going on in the office.

– If you see a problem, fix it.

– Put in more than an honest day’s work, but don’t ever forget the needs of your family.

Zeng et al.’s study offers valuable insights into how follower identity influences followership behaviour, highlighting the importance of the alignment between an individual’s self-perception as a follower—referred to as follower trait perception (FTP)—and their internalised image of the ideal follower—the followership prototype (FP). This alignment has a significant impact on how individuals behave in follower roles.

One of the more surprising findings was that individuals with high FTP but low FP demonstrated stronger followership behaviours than those with low FTP but high FP. This suggests that a person’s own traits and confidence in their abilities (self-efficacy) may play a more critical role than simply striving to match an idealised follower profile.

These nuanced dynamics offer important lessons for teams and leaders across various sectors, including healthcare. Understanding what drives effective followership can help in designing better team structures, nurturing supportive work environments, and ultimately enhancing leadership effectiveness. While the study has its limitations, it makes a meaningful contribution to the literature and offers practical strategies for enhancing collaboration and performance in team-based settings.

Finally, I’d argue that being a good follower is no less complex—and in some ways, even more challenging—than being a leader. Followership is not simply a stepping stone to leadership; it’s a discipline in its own right. Yet, it is also foundational to effective leadership. As Aristotle wisely put it: “He who cannot be a good follower cannot be a good leader.”

To become a leader who inspires, supports, and drives change, one must first understand what it means to follow with purpose, integrity, and impact. Great followers lead from within—they influence, energise, and often create a ripple effect across teams and generations. It’s this kind of followership that becomes magnetic, fostering environments where both leadership and followership flourish together.

Ultimately, leadership and followership are not opposing forces, but a symbiotic relationship—each strengthening and shaping the other in the pursuit of shared goals.