Diplomatic simulation. Analyze and compare the two articles.

Barbara Kellerman Author of Bad Leadership

Desiree Benson EADM 892.3 November 25th, 2018 University of Saskatchewan

Followership HOW FOLLOWERS ARE CREATING CHANGE AND CHANGING LEADERS

Barbara Kellerman wrote this book on the importance of followers on follow-

ership. Her book provides a sweeping view of followers, as they relate to their

leaders and to each other. Kellerman’s perspective on followers and follow-

ership is not from the leader-centric approach as her focus is on followers as

followers are getting bolder and more strategic.

She includes stories about a range of people and places in different times in

history which she then makes distinctions among five different types of follow-

ers. Isolates, Bystanders, Participants, Activists, and Diehards who are all

grouped together by levels of engagement. Kellerman describes each type of

follower by how withdrawn, committed, and engaged they are to their leader

and if they support or oppose their leaders.

In her book, Kellerman analyses followership and how people with no apparent

power, authority, or influence have an impact on those with more power and

authority. With certain changes in technology Kellerman explains how follow-

ers are more important now than ever before.

“More than ever, good leaders depend on good followers.”

-Joseph S. Nye Jr.

“At long last, followership bril-

liantly comes to its own-as leader-

ship. Kellerman is noted for her

original and arresting studies in

leadership: in Followership, a

book rich with historical exam-

ples and real-life situations, she

offers bold new ideas about the

leader-follower interaction.”

-James MacGregor Burns

INSIDE THIS ISSUE

Seeing Followers ............................ 2

Inside Story .................................... 3

Being a Follower ............................. 4

Inside Story .................................... 5

Future Followers ............................ 5

About the author ............................ 6

“Followers are subordinates who have less power, authority, and influ- ence than do their superiors and who therefore usually, but not invaria- bly, fall into line.” (p. xix)

In this part in the book, Kellerman gives some background knowledge on leadership and

followership. She explains how certain times in history has changed the idea and concept

of followership. During these changes in history, followers began to lead in a more ag-

gressive way than they did before and with more power, influence, and authority.

In 2002 Audi came out with a slogan with the tagline “Never Follow” which was a cam-

paign to advertise that Audi cars were better than their competition and to embrace a

“never follow” approach and that to be a follower is only second best to the leader (p. 4).

The term follower has historically been considered something of an insult and has been

shunned by those in the leadership field and the term suggested too much passivity and

dependence (p. 6). Kellerman argues the importance of being a follower and that leaders

generally have more power, authority, and influence than do followers but leaders and

followers are dependent on each other (p. 9). She explains how leaders and followers are

inextricably enmeshed and each is defined by and dependent on the other (p. 9).

Kellerman uses the history of Nazi Germany and how Hitler was responsible for the Sec-

ond World War and how millions died including six million Jews who were massacred by

Hitler’s followers who were his willing executioners (p. 9). Hitler’s followers were willing

executioners who would die following him and also who did nothing while people and

places were destroyed. His orders were obeyed directly and indirectly and with this it is

clear that those who obey orders play as important a role in human affairs as those who

issue them (p. 14).

The American and French Revolutions were part of the change seen in followers who had

less power, authority, and influence but initiated a change and motivated others to create

this change. Martin Luther King’s Civil Rights Movement was part of this change in the

1950’s-60’s. Kellerman discusses this time in history where Martin Luther King believed

in nonviolence to set the tone for movement which then created the Civil Rights Act and

voting rights for African Americans. Martin Luther King was a follower who was not in a

position of power or authority initiated a change and who had the followers to create this

change in history.

SEEING THE FOLLOWERS

FICTIONS AND FACTS

In this section, Kellerman discusses

how followers formally have been

designated in organizational hierar-

chies in which those at the bottom

and in the middle are clearly subordi-

nate to those in higher up positions

(p. xx).

Kellerman defines followers as

“unleaders” who are without particu-

lar power, without positions of au-

thority, and without special influence

(p. xx).

She gives a few definitions of the term

leadership as there are many differ-

ent definitions that have been used

to describe people in leadership posi-

tions.

Leadership is described in the book

as being a leader in a position of au-

thority who may get what they want

and intend by any means necessary

(p. xx).

Kellerman does define followership

as “followership implies a relation-

ship (rank), between subordinates

and superiors, and a response

(behavior), of the former to the latter

(p. xx).

INSIDE STORY HEADLINE

In this section of the book Keller-

man discusses times in history

where the relationship between

leadership and followership has

emerged.

Kellerman goes back in time to the

mid 1700’s to explain that Ameri-

cans have always assumed their

way of doing things would never be

challenged and that they were

content living in societies where

some people were rich and some

poor, some honored and some

obscure, some powerful and some

weak (p. 4).

At a time in history being a follow-

er was considered necessary and

appropriate and was viewed as

being obedient.

“Thinking leadership without

thinking followership is not merely

misleading, it is mistaken.” (p. 23).

In the 21st century times have

changed and followers have more

of a say than they ever did before

(p. 25).

2

RELATIONSHIPS AND TYPES

Kellerman discusses past and present types of followers and distinguishes characteristics

that followers may have. She explains that Harvard Business School Professor Abraham

Zaleznik put followers into four types the first being the Impulsive Subordinate who are

rebellious. They challenge people in positions of authority, they can be constructive,

spontaneous, courageous, they have an urge to create and achieve, and they can influence

events. The second type is the Compulsive Subordinate who seek to control people in

positions of authority through “passive means”. They have strong guilt feelings that de-

rive from their wish to dominate. The third type of follower is the Masochistic Subordi-

nates w h o w a n t to b e in pa in b y s u b m ittin g to th e co n tr o l a n d a s s e r tive n e s s

of the authority figure, and who deliberately if unconsciously, perform poorly. The fourth

type are the Withdrawn Subordinates who care little or not at all about what happens at

work and they behave accordingly. They see the world as malevolent and unforgiving and

they have a lack of trust, interest and involvement. (p. 77). Kellerman shares Zaleznik’s

four types of followers because he was a pioneer of leadership and management who

pointed out the distinctions and importance of followers.

Kellerman discusses another perspective on followers with Robert Kelley’s five follow-

ership styles. Kelly wrote a book titled The Power of Followership in 1992 which was

motivated by the interest in followers. The first type of follower that Kelly describes is

that of the Alienated Follower s who think freely and critically, they do not participate in

the groups and organization of which they are members. The second type of followers

are the Exemplary Followers who perform well in every aspect, they exercise independent

and critical thinking separate from the leader or group. The third type of followers are the

Conformist Followers w h o a r e c o n te n t to ta k e o r d e r s to d e fe r to th e ir lea d -

ers. The fourth type of followers are the Passive Followers who let their leaders do the

thinking for them and they require constant supervision. The fifth type of follows are the

Pragmatist Followers w h o h u g th e m id d le o f th e r o a d m e a n in g th ey q u e s tio n

their leader’s decisions but not too often or not too critically. ( p. 81, 82). Kelley believed

that followers were actively engaged in helping their organizations succeed while at the

same time independent operators (p. 82).

Kellerman also discussed Ira Chaleff’s followership styles in her book. Chaleff wrote a

book titled The Courageous Follower in 1995 which distinguished followers into four

categories with the first being the Implementers who are dependable, supportive, and

considerate. Partners are goal-orientated risk takers. Individualists are independent, self

-assured, and forthright and are Resources are available to their leaders but not commit-

ted to them (p. 83, 84).

Kellerman uses these types of followers from Zaleznik, Kelley, and Chaleff to come up

with her own types of followers model based on their level of engagement.

HOW DO LEADERS AND FOLLOWERS RE- LATE?

In this section in the book, Kellerman

discusses the different types of follow-

ers.

There are rewards and benefits of

leading such as power, influence,

status, and access to money and re-

sources and Kellerman explains that

followers also reap benefits and re-

wards. Followers may follow leaders

who they admire and who they aspire

to be but they might also follow leaders

when neither applies (p. 49). Follow-

ers still go along with leaders who they

do not admire or aspire to be which

Kellerman explains they do for self-

interest and the cost of resisting is

higher than the cost of going along (p.

49).

Why we follow-individual bene-

fits

Kellerman explains that followers

follow their leaders for individual

benefits. It provides us with stability

and security and we expect our leaders

to provide us with the comfort of com-

munity (p. 55). Our needs and wants

as individuals are met by playing the

part of a follower most of the time and

that we consciously or unconsciously

determine it in our interest to do so (p.

55).

“Followers follow not only because it is

in their interest to conform to their

leaders, but also because it is in their

interest to conform to their fellow

followers” (p. 56).

Why we follow-group benefits

Kellerman explains that there are

group benefits to why groups follow

their leaders: 1) leaders provide groups

with structure; 2) leaders provide

groups with a goal; 3) leaders provide

groups with instruments of goal

achievement (p. 59).

Follower-leader relations

“Leaders, in responding to their own

motives, appeal to the motives of

potential followers. As followers re-

spond, a symbiotic relationship devel-

ops that binds leader and follower

together (p. 67).

Contexts and characters

The context is critical in how followers

and leaders relate and “the relationship

between superior and subordinate is to

some degree the same in every

group” (p. 67).

Kellerman’s Five Types of Followers: Isolates, Bystanders, Participants, Activists, Diehards

3

INSIDE STORY HEADLINE

In this part of the book, Keller-

man discusses the different

types of followers which are in

some way engaged, they are

engaged with their leaders,

with other followers, and with

the group or organization they

are embedded to (p. 90).

Bystanders are free riders, who

are content to let others make

the group’s decisions and do

the groups work (p. 97)

Participants are those who

while generally supportive of

their leader and of the organi-

zation of which they are mem-

bers, nevertheless go their own

way (p. 126).

BEING A FOLLOWER

“Bystanders observe but do not participate. They make deliberate decision to

stand aside, to disengage from their leaders and from whatever is the group

dynamic. This withdrawal is, in effect, a declaration of neutrality that amounts

to tacit support fro whoever and whatever constitutes the status quo” (p. 92).

“Participants are in some way engaged. They clearly favor their leaders and the

groups and organizations of which they are members—or they are clearly op-

posed. In either case, they care enough to put their money where their mouths

are—that is, to invest some of what they have (time for example) to try to have

an impact” (p. 92).

Kellerman discusses parts in history which connect times in the past to her five

types of followers. She connects Bystanders to Nazi Germany and Hitler and

how Hitler had followers who stood by and did nothing as millions of people

were killed. She connects Participants to Merck a pharmaceutical company

that created an arthritis drug which caused heart attacks in people. She con-

nects Activists to the Voice of the Faithful (VOTF) which was a movement that

started in 2002 to bring to life allegations of clerical abuse of children. Keller-

man connects Diehards Afghanistan which has history in war dating back to

1979.

Kellerman explains in detail how these times in history connect to her five types

of followers.

Isolates, Bystanders, Participants, Activists, and Diehards

Kellerman’s point of view for this section

is that we are followers and that we may

not follow all of the time but that some-

times we lead, but all of us follow some

of the time, it’s the human condition (p.

93).

“Nothing appears more surprising to

those who consider human affairs with a

philosophical eye than the easiness with

which the many are governed by the few,

and the implicit submission with which

men resign their own sentiments and

passions to those of their rulers” -David

Hume (p. 96).

Kellerman makes her bias clear that she

is against followers who stand by and do

nothing when lives are at risk (p. 97).

She explains that it is individual respon-

sibility for what happens, we are our

brother’s keeper and once the habit of

standing by and doing nothing is devel-

oped that it is difficult to break (p. 123).

Kellerman explains that leaders want

followers who are participants and as-

suming they are in support rather than

opposition, participants are the fuel that

drives the engine (p. 125).

Participants provide the energy that

makes for a good group or organization

which in turn enables leaders to do what

they want and need (p. 125).

Kellerman explains that followers matter

even when they do nothing and followers

matter when they are part of the pro-

cess.

BYSTANDERS AND PARTICIPANTS

4

“The fault, dear Brutus, is not in our stars, but in ourselves, that we are underlings.” -Shakespeare

“Activists feel strongly about their leaders and they act accordingly.

They are eager, energetic, and engaged. Because they are heavily in-

vested in people and process, they work hard either on behalf of their

leaders or to undermine and even unseat them” (p. 92).

“Diehards are as their name implies—prepared to die if necessary for

their cause, whether an individual, or an idea, or both. Diehards are

deeply devoted to their leaders; or, in contrast, they are ready to re-

move them from positions of power, authority, and influence by any

means necessary. Diehards are defined by their dedication, including

their willingness to risk life and limb. Being a diehard is all-consuming.

It is who you are. It determines what you do” (p. 92).

Good followers are the an-

tithesis of bad followers and

good followers support good

leaders who are effective

and ethical (p. 234).

Like good leaders, good fol-

lowers should be informed,

energetic, and independent

and should have the capaci-

ty to cope with complexity,

manage change, and exer-

cise good judgement (p.

236).

The shift away from leaders

and toward followers with

growing demands and high-

er expectations is by and

large a positive develop-

ment and it is also a major

development (p. 261).

ACTIVISTS AND DIEHARDS

FUTURE FOLLOWERS

5

About the author

Barbara Kellerman is the

author of Followership: How

Followers are Creating

Change and Changing Lead-

ers. She is also the a uthor of

Bad Leadership a nd has

written numerous books on

leadership, followership and

the dynamics in creating

change in organizations.

Barbara is the James Mac-

Gregor Burns Lecturer in

Public Leadership at Har-

vard’s John F. Kennedy

School of Government. Be-

yond books, Barbara has

written for Harvard Business

Review, the New York Times,

the Washington Post, and

many other publications.

CRITICAL EVALUATION

Critical evaluation: Barbara Kellerman has

done a great job writing about follow-

ership and the need to have a better un-

derstanding of the importance of followers

and followership. Her book does not focus

on leader as she explained the focus has

always been on the leaders and follow-

ership and followers have been neglected

from past research. She makes it clear to

not forget about the leader but the need to

broaden the research on followers and

followership. She believes in the im-

portance of being a follower and that fol-

lowers are just as important as the leader, they have always been strong forces,

and in the 21st century they are becoming , will be and are more important than

they have ever been before. Followers can be and now are agents of change.

Other Leadership Books by Barbara Kellerman

The End of Leadership (2012)

Leadership: Essential Selections on Power, Authority, and

Influence (2010)

Women & Leadership: The State of Play and Strategies for Change,

coeditor with Deborah Rhode (2007)

Bad Leadership: What It Is, How It Happens, Why It Matters

(2004)

Reinventing Leadership: Making the Connection Between Politics

and Business (1999)

The President as World Leader, coauthored w ith Ryan Barilleaux

(1991)

Leadership and Negotiation in the Middle East, coauthored w ith

Jeffrey Z. Rubin (1988)

Political Leadership: A Source Book, editor (1986)

Women Leaders in American Politics, coauthored with James

David Barber (1986)

The Political Presidency: Practice of Leadership (1984).

Leadership: Multidisciplinary Perspectives, editor (1984)

Barbara Kellerman’s newest book The End of Leadership (2012)