In the book “The Power of Leadership,” the author refers to the followers as a passive sheep (Kelley, 1992, p. 27). It has been observed that the lack or the absence of sufficient materials on followership may be attributed to the prejudice of researchers towards leadership styles that they failed to address the other end of the spectrum which is followership style. However, in 1995 Ira Chaleff began talking about the five dimensions of courageous followership initially introduced by Robert F. Kelly. Kelly was the pioneer of followership research who started to shift interest around 1988 when he wrote his first article entitled, “In Praise of the Follower” at the Harvard Business Review (Schindler, 2015). Kelly soon started developing the five styles of followership, which include: (a) the sheep, (b) the yes-people, (c) the alienated, (d) the pragmatics, and (e) the star follower (Schindler, 2015). On the other hand, Chaleff’s five dimensions of courageous followership were identified based on five behaviors. These behaviors included: (a) responsibility, (b) service, (c) challenge, (d) transformation, and (e) leaving (Schindler, 2015).
Chaleff’s five dimensions of courageous followership is somehow connected with three different leadership styles-- laissez-faire, transactional, and transformational leadership style (Ricketson, Sr., 2008). These dimensions that Chaleff provided for a greater understanding of the relationship that exist between the leader and the follower. Different researchers who explored on the relationship that existed between the different leadership styles and follower style. The goal was to assess whether a specific type of leadership style is particularly effective or preferred by a specific type of follower style. However, there is a need to expound first on the five dimensions of courageous followership to understand the over-all quality of each follower:
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Responsibility. – This type of followers is not afraid to responsibilities for the organization or themselves. These types of follower do not agree with the paternalistic view of leaders, instead they seek opportunities where they can maximize their worth to the organization.
Service. – This is the type of followers who would not hesitate to take on heavy load to help the leader. They do this to lighten the leader’s load and help the organization.
Challenge. –The type of followers who would not back down, even in front of the leader if they find anything wrong with what the leader is implementing, especially if it runs contradictory to their personal views of what is right and wrong. While they value their relationship with the leader, as well as organizational harmony, this type of followers is not willing to compromise their integrity.
Transformation. –This particular type of follower is in pursuit of change. However, they are still willing to stick within the status quo as they struggle to fight for change.
Leaving. Lastly, this type of follower is those who take a stand when they oppose the leader. Unlike the follower who takes the challenge, this type of follower would refuse to follow orders, or would take it one step higher than the leader, or even to a point of resigning from their post to establish a point.
An example of what researchers were describing on the complementarity of leadership styles and follower style lays on the relationship that exist between a transformational leader and the courageous follower. A transformational leader encourages follower participation. This type of leadership style compliments the follower who likes to assume responsibility. These two styles of both the leader and the follower compliments each other as both possesses a sense or ownership and a sense of stewardship (Ricketson, Sr., 2008). In this relationship, the follower is allowed to flourish and take the initiative. However, the transformational leader also agrees with the courageous follower who works for service. This type of follower would gladly support and serve the advocacy of the leader. The same goes with the transformation follower who likes to initiate change when necessary. By having the same goal of transforming the organization, the transformational leader and the follower who possesses the courage to participate in transformation are effective in working together.
Reference
Kelley, R. (1992). The power of followership (1st ed.). New York: Doubleday/Currency.
Ricketson, Sr., R. (2008). An Exploration of the Relationship of Leadership Styles and Dimensions of Courageous Followership (Doctorate). Regent University.
Schindler, J. (2015). Followership: What It Takes to Lead (1st ed.). New York: Business Expert Press.
