The leadership industry has experienced an unprecedented growth in popularity, and business management effectiveness has become synonymous with leaders’ roles. However, in this egalitarian twenty-first century little mention has been made of followership due to its negative stereotype. The purpose of this paper is to contribute to the understanding of followership by presenting a “balanced” approach that views both leaders and followers as co-producers of leadership. Specific practical implications for followership development are discussed as well as barriers to create high levels of follower commitment.
A brief case study of active followership is presented for training purposes. A range of research and practitioner papers are reviewed with the aim of reigniting dialogue on followership, and to suggest a practical implication for its development.
By understanding the benefits of followership development, the author will suggest that followership and leadership skills be built as an integrated package, thus improving innovation and efficiency in organisations. Organisations need to be aware of the important role followership plays in organisational success.
Bringing followership out of the closet may help to introduce practical followership development programmes.
This paper highlights the importance for an organisation to focus in nurturing the environment to allow active followership to flourish.
