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The Merry Dance Between Leaders and Followers
A discussion about followers as leaders
At different times, in different situations, we’re either followers or leaders. According to Timothy Key, sometimes we’re unexpectedly asked to lead, but we all play both roles interdependently.
The best way for a follower to learn how to lead is to work closely with a capable leader. Whether or not this leader is a positive role model or not, we’re still preparing ourselves to become courageous leaders. As we follow, we’re often simultaneously expected to lead others in the chain of command.
This dual role of leader and follower gives us ample opportunity to learn and perform better at both roles. To move fluidly between these roles is an art form, the key is our ability to remain consistent in our treatment of others.
- Being aware of our reactions to those we lead, we learn to be more sensitive for the benefit for those we follow.
- Being aware of our reactions to those we follow, we learn to be more sensitive for the benefit for those we lead.
During the dance between followers and leaders, we evolve by changing dance partners. With each new relationship, we subtly adjust our movement to avoid stepping on the toes of the other.
If we are leading, we must lead; if not, we must follow, but we must always be a strong dance partner.
In the workplace ballroom, we constantly learn from each other, refining our gracefulness, adopting a diversity of styles and tempos.
Other Followers
By examining the leader-follower relationship, it’s important to note the complex dynamics, more complex than those between two individuals.
There are always several followers who are closer to a leader than others in a group setting, and a leader's interaction with certain followers in this environment can profoundly impact the group as a whole.
Trust between the members in a group is critical, but it can be undermined through favouritism.
Just like a family unit, alliance issues, treatment according to gender, needs for attention, shifting alliances, favoritism, perceived favoritism or conflicting styles can arrest resource potential. These issues must be managed in order for a group to realize the strength in diversity and harmony of unity.
“We must learn to transform adversity to serendipity to achieve our goals.” — Dr Mehmet Yildiz
Broadly speaking, there are two dimensions in work relationships. Dimensions that courageous followers must be alert to:
- How followers relate to one other, and
- How followers relate to the leader, individually and collectively
“As a senior leader, your value proposition lies in the leadership team sitting below you” — Stacey Christiansen
Final Thoughts
To conclude, it’s important to highlight ‘best practice’ to ensure that both followers and leaders can continue to tango on.
How followers relate to other followers
- Appreciating and respecting our differences enables us to utilize those differences to serve a common purpose.
- Being alert to the needs of each member brings a collaborative harmony rather than a competitive fracture.
- Respecting boundaries allows followers to cross by mutual consent without igniting a turf war.
- Engaging in creative thinking on issues rather than rigidly defending our position invites the power of synergy.
- Maintaining lateral communication and coordination amongst followers empowers people to accomplish our goals.
- Acknowledging who we serve helps to find common ground, particularly when dividing factions seem to appear.
- The need to compete is best applied to forward a common purpose rather than undermining another’s efforts.
- A willingness to lead and follow, as the situation arises, permits on the job leadership learning.
Don’t be afraid to commend colleagues, by letting “them know that this is their opportunity to shine, not yours.” — Henery X (long)
How followers relate to their leader
- When presenting our point of view to the leader, we’ll earn trust from our peers and leader if we also disclose a full and fair description of events.
- A need to shine to gain a leaders’ approval at the expense of others will lead to a stellar collision in group dynamics. So refrain from this, always.
- Internal squabbles that are brought to the leader, can drain the leader and illicit poorly thought-out responses. So find a solution first.
- For those leaders who play one follower against another, courageous followers must resist the attractiveness of this dysfunctional strategy in favor of the collective. Don't be a coward, stand up.
- When our peers demonstrate courage toward the leader, we must support them and not allow them to drown alone. Integrity is a life raft.
Collectively leaders and followers develop the value proposition on the ways of working that can enhance collegial relationships.
How you follow today will influence you as a leader in the future, so don’t look back with regret.
