Are We Flawed as Followers? Rethinking Our Role in Leadership Dynamics
In an era where many corporate leaders are under scrutiny, it begs the question: What allows bad leadership to persist? Perhaps one reason is that followers often fail to demand accountability from those in power. As Barbara Kellerman aptly points out in “The End of Leadership,” “Leading in America has never been easy. But now, it is more difficult than ever—not only because we have too many bad leaders, but because we have too many bad followers.”
Many followers remain too timid, disengaged, or alienated to voice concerns, creating an environment where leaders can act with impunity, prioritizing personal gains over collective good. With the leadership-development industry burgeoning, spending $50 billion annually on corporate training, perhaps it’s time to incorporate elements of followership into these programs. After all, everyone in an organization, including the CEO, must report to someone—a board, stockholders, or a senior management team.
Questioning Leadership Assumptions
Kellerman challenges us, especially those driving leadership-development initiatives, to critically examine the tenets we uphold:
- The notion that leadership can be swiftly and easily learned by most individuals over short periods.
- The belief that leaders inherently matter more than anyone else.
- The assumption that followers and context play secondary and tertiary roles, respectively.
Mindset Shifts for Effective Leadership
Reflecting on these assumptions, Kellerman advocates for several crucial mindset shifts:
- Acknowledging Human Nature: We cannot mitigate bad leadership simply by changing human nature. Inspirational talks and moral exhortations do not alter our inherent nature, even when behavioral changes occur.
- Interdependence of Leaders and Followers: To curb bad leadership, we must also address inadequate followership. Leaders and followers exist in a web of mutual dependence.
- Facing Reality Head-On: Addressing bad leadership requires confronting reality, not ignoring it. Amnesia, wishful thinking, and organizational denial serve only to obscure the harsh truths of leadership failures, allowing detrimental effects to proliferate.
The Power of Courageous Followership
Kellerman’s insights prompt us to question whether we are naively optimistic in believing followers can curb bad leadership. There is no denying that fostering a culture where followers feel empowered to speak up can significantly influence organizational success.
Creating an environment that encourages open dialogue and accountability is essential. This involves training that empowers individuals at all levels to engage actively and responsibly in organizational dynamics.
Your Thoughts on Leadership and Followership
What are your thoughts on Kellerman’s observations about leadership and followership dynamics? Are we placing too much hope in the ability of followers to counteract bad leadership, or is there genuine potential in enabling a more vocal and active follower community? I invite you to share your opinions and experiences as we explore the evolving interplay between leaders and followers.
Creator of the KASHBOX: Knowledge, Attitude, Skills, Habits
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I help people discover their potential, expand and develop the skills and attitudes necessary to achieve a higher degree of personal and professional success and create a plan that enables them to balance the profit motives of their business with the personal motives of their lives.
