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If leadership is ‘the relationship between those who choose to lead and those who choose to follow’, then it is as important for a team to have followers as it is for the team to have a leader.

‘Followership’, however, is seldom an act of blind faith and unquestioning obedience (at least not in business), but a set of behaviours and characteristics that have been summed up by Keith Morgan (2005), who identified key elements that underpin effective followership.

• Effective followers know what’s expected of them; they make sure that their role/tasks have been clearly communicated to them and that they are clear about their responsibilities.

• Effective followers seek to establish and maintain lines of two-way communication to reduce the risk of unclear messages.

• Effective followers take initiative, keeping their leader informed. This is not just about personal action but may involve influencing other people.

• Effective followers challenge flawed plans. This is one of the most valuable contributions that can be made by an effective follower. It is also one of the most difficult, since there is a risk of appearing negative, or distrustful of the leader’s judgement.

“There go the people. I must follow them, for I am their leader”

Attributed to Ledru-Rollin (1807–74), French radical politician

• Effective followers provide accurate feedback to their leader and their colleagues. This means providing both good and bad news in a timely, diplomatic and honest way.

• Effective followers support the leader’s efforts – all leaders need support and encouragement. This also means acting as advocates among their peer group and attempting to quash rumours.

It is a managerial responsibility to create an environment that encourages followership. This table summarizes the ideal conditions and behaviours of the followers and manager:

Effective ‘followership’ is a prerequisite of effective team management.