Description
Through followership, individuals follow a leader willingly. For example, in organizations, employees are considered followers while team leads, supervisors, and managers are considered leaders. In organizations, most employees willingly accept following leaders to help them achieve their goals.
In the table attached, from Northouse (2022, p. 354), we can see the typologies of followership. The behaviors associated with these noted typologies describe the behaviors of followers.
Thinking about followership and its typologies:
From each typology (Zaleznik, Kelley, Chaleff and Kellerman), select one behavior that defines a follower.
Explain details about each of the four behaviors that you selected. Then, detail what these behaviors mean when applied in an organizational setting.
Determine which leadership style studied this term is best suited for each of the selected followers’ behavior and why.Chapter 13: Followership
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
Description (1 of 9)
• Connection of leaders to followers.
• Follet’s followership research began
in the 1930s.
• Leader-centric focus changing.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
2
Description (2 of 9)
Followership Defined.
• Followership.
• Ethical dimension.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
3
Description (3 of 9)
Role-Based and Relational-Based
Perspectives.
• Role-based.
• Relational-based.
– Co-created.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (4 of 9)
Typologies of Followership: The Zaleznik Typology.
• Withdrawn.
• Masochistic.
• Compulsive.
• Impulsive.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (5 of 9)
Typologies of Followership: The Kelley Typology
(1 of 2).
• Value of followers.
• Follower motivations.
• Exemplary followership.
• Passive vs. conformist followers.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (6 of 9)
Typologies of Followership: The Kelley Typology
(2 of 2).
• Alienated followers.
• Pragmatics.
• Exemplary followers.
• Common effective follower qualities.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
7
Description (7 of 9)
Typologies of Followership: The Chaleff Typology.
• Shared purpose of leaders and
followers.
• Follower responsibilities.
– Should be courageous.
• Resource, individualist, implementer, and
partner followers.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (8 of 9)
Typologies of Followership: The Kellerman
Typology (1 of 2).
• Overestimated leaders; underestimated follower
importance.
• Single axis of follower engagement.
• Isolates, bystanders, participants, activists,
and diehards.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Description (9 of 9)
Typologies of Followership: The Kellerman
Typology (2 of 2).
• Value of all typologies.
– Emphasize follower characterizations.
– Followers’ value to leadership process.
– Identify follower behavior patterns.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
10
Theoretical Approaches to
Followership (1 of 15)
• Uhl-Bien et al. (2014) findings.
• Characteristics and behaviors.
– In leadership and followership.
• Followership outcomes.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
11
Theoretical Approaches to
Followership (2 of 15)
Reversing the Lens.
• Reversing the lens.
• Three primary areas of interest.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
12
Theoretical Approaches to
Followership (3 of 15)
The Leadership Co-Created Process.
• Leadership co-created process.
• Leading and following behaviors.
• Co-created process components.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Theoretical Approaches to
Followership (4 of 15)
New Perspectives on Followership: Perspective 1:
Followers Get the Job Done.
• Importance of followers.
• Leadership direct product of followers.
• Deemphasizes leader’s personality.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Theoretical Approaches to
Followership (5 of 15)
New Perspectives on Followership: Perspective 2:
Followers Work in the Best Interest
of the Organization’s Mission.
• Prioritize organizational goals.
• Guard against self-serving leaders.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Theoretical Approaches to
Followership (6 of 15)
New Perspectives on Followership: Perspective 3:
Followers Change Leaders.
• Followers as extra “eyes.”
• De Zilwa (2014) research.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Theoretical Approaches to
Followership (7 of 15)
New Perspectives on Followership: Perspective 4:
Followers Support the Leader.
• Supportive follower as “lieutenant.”
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Theoretical Approaches to
Followership (8 of 15)
New Perspectives on Followership: Perspective 5:
Followers Learn from Leaders.
• Followers recognize effective leader behaviors.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Theoretical Approaches to
Followership (9 of 15)
Followership and Destructive Leaders.
• Harmful followership.
• “Dark triad” traits.
• Followers may facilitate toxic leadership.
• Characteristics of toxic leaders.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Theoretical Approaches to
Followership (10 of 15)
Followership and Destructive Leaders: 1. Our
Need for Reassuring Authority Figures.
• Moral authority and independence.
• Some maintain need for authority.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Theoretical Approaches to
Followership (11 of 15)
Followership and Destructive Leaders: 2. Our
Need for Security and Certainty.
• Created by disruption of control.
• Potential exploitation of unethical leaders.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Theoretical Approaches to
Followership (12 of 15)
Followership and Destructive Leaders: 3. Our
Need to Feel Chosen or Special.
• Feeling “chosen.”
• Can cause defensive violence.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Theoretical Approaches to
Followership (13 of 15)
Followership and Destructive Leaders: 4. Our
Need for Membership in the
Human Community.
• Causes follower vulnerability.
• May give up personal values
for belonging.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Theoretical Approaches to
Followership (14 of 15)
Followership and Destructive Leaders: 5. Our
Fear of Ostracism, Isolation, and
Social Death.
• Power of desire for inclusion and community.
• Whistle-blowing risks.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Theoretical Approaches to
Followership (15 of 15)
Followership and Destructive Leaders: 6. Our
Fear of Powerlessness to Challenge
a Bad Leader.
• Leaders may remain unpunished.
• Associated fears.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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How Does Followership Work?
• Important “takeaways.”
– Elevates value of followers.
– Describes follower characteristics and
actions.
– Explains harmful leadership.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Strengths (1 of 2)
• Recognizes importance of followership
within leadership.
• New leader perspective.
• Co-constructed process.
• Prescriptive for followers.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Strengths (2 of 2)
• Implicit Followership Theory (IFT)
research.
– Six ideal follower characteristics.
– Creates positive relationship.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
28
Criticisms
• Little empirical proof.
• Observational and anecdotal literature.
• Leader-centric bent too ingrained.
• Insufficient reasoning to utilize it.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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Application
• How and why to follow.
• Followership’s equal importance.
• Organizational training implications.
• Understanding followers.
Northouse, Leadership, 9th edition. © SAGE Publications, 2021.
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