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216 PART 3: THE PERSONAL SIDE OF LEADERSHIP
Both leaders and followers can encourage and support these groups to help
people fi nd meaning and purpose and build the relationships needed to move the
whole organization forward. However, followers are typically in a better position
than formal leaders to enable communities of practice. If a formal leader tries
to establish such a group, it might be perceived by others as obligatory, which
destroys the voluntary nature of the community. Followers who are willing to
assume responsibility and serve others can be highly effective in pulling together
communities of practice based on common interests, problems, needs, and ob-
jectives. By facilitating relationships across boundaries, communities of practice
move both leadership and followership to new levels.

Summary and Interpretation

Leadership doesn’t happen without followers, and the important role of follower-
ship in organizations is increasingly recognized. People are followers more often
than leaders, and effective leaders and followers share similar characteristics.
An effective follower is both independent and active in the organization. Being an
effective follower depends on not becoming alienated, conforming, passive, nor a
pragmatic survivor.
Effective followership is not always easy. Effective followers display the cour-
age to assume responsibility, to serve, to challenge, to participate in transforma-
tion, and to leave the organization when necessary. Followers also are aware of
their own power and its sources, which include personal and position sources.
Strategies for being an effective follower include being a resource, helping the
leader be a good leader, building a relationship with the leader, and viewing
the leader realistically.
Followers want both their leaders and their colleagues to be honest and com-
petent. However, they want their leaders also to be forward-thinking and inspira-
tional. The two latter traits distinguish the role of leader from follower. Followers
want to be led, not controlled. Leaders play an important role by creating an en-
vironment that enables people to contribute their best. Leaders can use feedback
to develop effective followers by making regular feedback a habit, using elements
of storytelling, being generous with positive feedback, and helping followers see
feedback as an opportunity. They further expand followers’ potential and con-
tributions through self-management leadership, which calls for leaders to share
power and responsibility in such a way that anyone can become a leader.
Together, leaders and followers forge a sense of interdependence and com-
munity in the organization. Community is characterized by inclusivity, a positive
culture, conversation, caring, trust, and shared leadership. Communities of prac-
tice are an important tool for building community in the organization. Because
they are voluntary by nature, communities of practice are created and sustained
primarily by followers rather than by leaders.

Discussion Questions

1. Discuss the role of a follower. Why do you think so little emphasis is given to follow-
ership compared to leadership in organizations?
2. Compare the alienated follower with the passive follower. Can you give an example
of each? How would you respond to each if you were a leader?