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CHAPTER 7: FOLLOWERSHIP 195

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does not consider possibilities beyond what he or she is told, does not contribute
to the cultivation of the organization, and accepts the leader’s ideas without
thinking.
According to Kelley, the second dimension of followership style is active ver-
sus passive behavior. An active individual participates fully in an organization,
engages in behavior that is beyond the limits of the job, demonstrates a sense of
ownership, and initiates problem solving and decision making. A passive individ-
ual is characterized by a need for constant supervision and prodding by superiors.
Passivity is often regarded as laziness; a passive person does nothing that is not
required and avoids added responsibility.
The extent to which one is active or passive and is a critical, independent
thinker or a dependent, uncritical thinker determines whether he or she is an alien-
ated follower, a passive follower, a conformist, a pragmatic survivor, or an effective
follower, as shown in Exhibit 7.1.
The alienated follower is a passive, yet independent, critical thinker. Alien- Alienated follower
Alienated follower
a person in the organization who
ated followers are often effective followers who have experienced setbacks and a person in the organization who
is a passive, yet independent,
is a passive, yet independent,
obstacles, perhaps promises broken by superiors. Thus, they are capable, but
critical thinker
critical thinker
they focus exclusively on the shortcomings of the organization and other people.
Often cynical, alienated followers are able to think independently, but they do

not participate in developing solutions to the problems or deficiencies they see.
For example, Barry Paris spent more than 10 years writing on and off for the
Pittsburgh Post-Gazette, where he was known for his bad attitude and lack of
enthusiasm and teamwork. Eventually Paris realized that he wasted that time
ruminating over what he perceived as the hypocrisy of journalistic objectivity.
“I could never resign myself to it,” says Paris. Thus, rather than doing his best and
trying to help others maintain standards of integrity and objectivity, he allowed
hostility and cynicism to permeate his work. 9
The conformist participates actively in the organization but does not utilize criti- Conformist
Conformist
a follower who participates
cal thinking skills in his or her task behavior. In other words, a conformist typically a follower who participates
actively in the organization but
actively in the organization but
carries out any and all orders regardless of the nature of those tasks. The conformist
does not utilize critical thinking
does not utilize critical thinking
participates willingly, but without considering the consequences of what he or she is skills in his or her task behavior
skills in his or her task behavior
being asked to do—even at the risk of contributing to a harmful endeavor. A con-

formist is concerned only with avoiding conflict. Indeed, this style often results from