
Followership
One rarely hears about the construct of followership especially in Western culture. Followership is not a widely discussed area related to leadership. Only in the past two decades has the concept of followership garnered significant attention through research and publication. Riggio, Chaleff, & Lipman-Blumen (2008) write, “Gradually, a more follower-centric leadership model…insights, is emerging” (p. 3). Although Riggio, et al. suggests that followership is now part of common vocabulary, is taught as part of leadership classes, and at least one national conference enters around followership, most individuals continue to maintain a leader-centric perspective and have little awareness of followership definitions or characteristics. Further, most individuals do not actively work to cultivate positive and productive followers or a followership culture.
In the 1988 Harvard Business Review article, “In Praise of Followers”, author Robert Kelley proposes the characteristics attributed to outstanding leaders the same defining an outstanding follower. Kelley writes that the qualities of an effective follower are: “(a) they manage themselves well; (b) are committed to the organization and to the purpose, principle, or person outside themselves; (c) they build their competence and focus their efforts for maximum impact; (d) they are courageous, honest, and credible” (p. 144). Many organizations, companies, and self-improvement opportunities offer leadership development training. Few, if any, offer followership development training programs. Few new employee orientation programs delve into the types of followers or establish ways for followers to become better at following.
Followership Models
While significant research provides information defining various types of leaders, the categorization and analysis of followers is in the infancy stages. Broadly two proposals may be found categorizing followers. Riggio, Chaleff, & Lipman-Blumen (2008) utilize Kelley’s (1998) descriptions for followers as “sheep, yes-people, alienated, pragmatics, and stars” (1988, p. 143; 2008, p. 7). Sheep are individuals who follow without question or evaluation of leader’s or other follower’s choices while yes-people are engaged but lack critical thinking skills. The alienated followers were, at one time, effective followers but something happened and now they are critical and passive, as “they tend to sink gradually into disgruntled acquiescence” (Kelley, 1988, p. 143). The pragmatics are middle-of-the-road followers hold on for the ride but make no or little contribution. The star followers are the independent thinkers who make a positive contribution.
The X-Axis and Y-Axis of Challenge and Support
A second model for classifying followers is based on challenge and support. With support on the Y-axis and challenge on the X-axis, the four quadrants provide a structure for considering followers. A follower falling into the upper-left quadrant, low challenge, high support, relates to the yes-people. This “implementer” seems valuable as he or she serves as a get things done person but will likely fail to offer critical thinking and evaluation of the work (Riggio, Chaleff, & Lipman-Blumen, 2008, p. 74). Moving along the X-axis provides an upper-right quadrant of a high challenge and high support. The “partner” mirrors the star follower as this individual takes responsibility for self and others, offers thoughtfulness, and works hard (p. 75). The low support, high challenge quadrant produces the “individualist” who tend to function on the periphery and doesn’t garner the respect needed to be an excellent follower. The final quadrant, high challenge, low support is a “resource” follower (p. 74). A resource follower is simply a warm body that will do just enough to keep his or her job but no more. These follower types or categories provide a thoughtful foundation upon which future research may build. These models are relatively new and have received little critical analysis. Researchers will be well served to explore how these base models may be changing.

