Most people assume followership to be the act of following a leader’s orders. Though followership requires a commitment to achieving organizational goals by following a leader’s instructions, it is not about mindlessly conforming to the influence of whoever is in charge. Instead, followership is the art of adapting and applying the values and principles of the organization while responding to a leader’s influence.
Discussing followership is relevant to leadership. Recognizing effective followers and cultivating followership is as vital to the U.S. Army’s success as leader development. People must be ready to follow—and willing to lead—for any endeavor or organization to flourish. Aristotle said, “He who cannot be a good follower cannot be a good leader.” There are no leaders without followers, and it is highly likely that good followers become good leaders, especially in the armed forces. Army leaders can only do their jobs with dependable and disciplined followers who accomplish tasks, promote Army culture and help bring about organizational change.
Trusted Professionals
Effective followership depends on soldiers to serve honorably, loyally and competently as trusted Army professionals. Further, it requires followers to adhere to and accept responsibility for rules and policies implemented by the organization’s leadership.
The most effective followers are accountable, act quickly, have the power to sway their leaders and provide helpful suggestions for achieving challenging objectives. Ultimately, followers will positively influence organizational outcomes through effective followership, demonstrated in the attributes and competencies of the follower. However, counterproductive followership negatively impacts organizational goals, outcomes and climate.
Organizational success requires competent leaders and effective followers. Although there is no doctrine clarifying essential attributes and competencies of effective followers, the premise of followership is deeply rooted in the oath of enlistment, the Army Values, the Soldier’s Creed, the Warrior Ethos and the Creed of the Non-Commissioned Officer. Attributes are the inherent characteristics that define a person; therefore, it is only fitting for the attributes of a follower in the Army to be the Army Values.
For example, followers demonstrate selfless service by serving the needs of the nation, their organization and their teammates. Personal courage affects a follower’s capacity to accept responsibility for their actions, provide constructive feedback or tactfully challenge authority when necessary. Effective followers live the Army Values in their words and actions, creating an environment in which everyone is treated with dignity and respect, and in which all team members are encouraged to reach their full potential.
Meeting Standards
Competencies are abilities or skills that a person possesses and demonstrates while performing a task. Effective followers demonstrate how to accomplish tasks to standard and on schedule, work well with others and make a significant contribution as an individual. The competencies essential for an effective follower include service, discipline, physical and mental toughness, technical proficiency, readiness and professionalism, as outlined in the Soldier’s Creed. Though not all-encompassing, these competencies establish a baseline of effective followership.
Organizational success depends on people who follow instructions and move initiatives and objectives forward. When followers demonstrate counterproductive behaviors, the entire organization is affected—from systems and processes to the people and climate.
In the Army, leaders and followers alike must be unwaveringly committed to the Army Values, embody the Warrior Ethos and behave in a way that represents the Army Ethic. Counterproductive followership is present when people behave in a way that contradicts or violates the organization’s lawful and ethical policies and procedures.
Sexual harassment, bullying, hazing and discrimination based on any category of equal opportunity are all clear examples of counterproductive followership. More subtle counterproductive behaviors include lack of discipline, dishonesty, not being a good teammate, unethical conduct, laziness and poor job performance.
Followers who practice counterproductive behaviors diminish organizational performance, erode cohesion and trust between team members, and negatively impact organizational climate. Engaged leaders who clearly communicate expectations and have the capacity to recognize and address problems with behaviors and performance are the solution for counterproductive followers.
Willingness to Serve
Leaders and their followers have an inherent connection, since they work hand in hand to achieve common goals. Competent followers are just as crucial as leaders in maintaining a productive and flexible work environment. The qualities, behaviors and cultural values of followers are essential variables that influence how leaders effectively lead.
Leading effectively requires cultivating several skills, including empathy, emotional fortitude, clear communication and an inspirational vision. Task delegation and responsibility-sharing are essential to a leader’s instructions. A more synergistic exchange between leaders and followers will help an organization reach its objectives more quickly.
Followers must be willing to receive instructions, confident enough to ask clarifying questions and capable enough to accomplish the task or ask for further guidance. “Effective Army organizations depend on the willingness of their leaders and their subordinates to serve faithfully and competently in both leadership and followership roles,” according to Army Doctrine Publication (ADP) 6-22: Army Leadership and the Profession.
Working closely with other team members and leaders is an essential part of being a follower, and doing so will improve social skills, promote teamwork, enhance project quality and permit the professional development of followers and leaders. Thus, followership is a key component of leader development.
Stay Grounded
Leaders continue to practice followership throughout their careers because “Every Army leader is subordinate to someone, so all leaders are also followers,” ADP 6-22 says. Followership is vital at every level. Even the most seasoned leaders must follow someone at some point. Leaders practice effective followership by remaining grounded in the values and principles of the organization while furthering the organization’s goals. Exceptional leaders know when to follow and when to lead.
When leaders demonstrate followership well, they enhance the development of those around them and build stronger relationships. Leaders willing to take a step back and allow other team members the opportunity to lead will have more devoted followers.
Effective followership depends on soldiers to accomplish tasks, promote Army culture efforts and help cultivate organizational change. Soldiers and leaders must continuously avoid counterproductive behaviors that could negatively impact the organizational climate and culture. Instead, practicing and promoting effective followership, coupled with synergizing followers and leaders, will result in mission accomplishment and organizational success.
The Army can only accomplish its mission with dependable and disciplined followers; followership is everyone’s responsibility.
Sgt. Maj. Charlene Crisp is the command paralegal for the 1st Cavalry Division, Fort Hood, Texas. She has served in the 2nd Infantry Division; in the 101st Airborne Division (Air Assault); at the Combined Arms Center, Fort Leavenworth, Kansas; and at the Judge Advocate General’s Legal Center and School, Virginia. She deployed twice to Afghanistan. She is credentialed as a resilience-building leadership professional trainer and holds a Master of Education from Arizona State University.
Master Sgt. Cierra Caldwell is the chief paralegal for the U.S. Army Cadet Command, Fort Knox, Kentucky. She has served in the 1st Armored Division, 8th Theater Sustainment Command, 1st Cavalry Division, and at the Judge Advocate General’s Legal Center and School. She deployed to Afghanistan.