Leaders need followers

By David Stanley Leaders tend to get all the credit when things go right and none of the blame when they don't. If we believe the hype, everything depends upon the great man at the top. In reality, of course, research shows that leadership only contributes about 20% to the success or failure of an organisation.

We also forget that most leaders spend the majority of their time being led. The stereotypical, high profile, charismatic, full-time leader is a comparative rarity. Yet a disproportionate amount of the business literature, not to mention management development programmes, is devoted to leadership. Few of us spend much time thinking about the other side of the coin: what constitutes effective followership.

The reason is not hard to find. Our culture has established a cult of leadership. To lead is to be independent, influential and visionary; to follow is the opposite. The very word reeks of weakness. But if followers contribute 80% to their organisation's effectiveness, it is vital that we understand how to maximise the quality of followership.

But first we must face up to two uncomfortable truths. First, leadership is much easier if our followers are compliant and conformist - but then we will always be limited by our own capability. Being willing to embrace the discomfort of leading people who are unafraid to challenge, and want to contribute strengths that you do not possess yourself, is the key to optimising the full potential of your resources.

Secondly, it is well researched that people are more likely to get promoted in most organisations if they don't rock the boat. Yet an enterprise which encourages rather than punishes constructive dissent will always be more innovative and will develop a sharper competitive edge.

33% of people in the UK say that they have never worked for an inspirational leader. But perhaps we are too quick to blame our leaders. Followers have far more influence than they realise. Leaders who are faced with people who are non-cooperative, independent and secretive will tend to become controlling and autocratic. Studies show that less than half of business leaders are able to instil trust in subordinates.

Supportive, proactive and open team members will, however, bring out the best in their leaders - it's a two-way process. Followers do not exist to serve leaders, but, enabled by effective leadership, to serve the purpose of the organisation. Truly great leaders inspire this sense of partnership. We really do get the bosses we deserve.

But, as always, what we practise is far more influential than what we preach. Only 1 in 7 leaders is someone that followers see as a potential role model to emulate. If effective followership is a mark of a healthy and purposeful organisation, how are we, as leaders, setting an example? Do we create a sense of alienation by undermining and scoring points off our superiors, or do we demonstrate the engagement and critical thinking that we want to encourage from our own followers?

David Stanley, a director at Caret, has worked extensively with large organisations, developing their capability to innovate strategically and create disproportionate wealth in their domain

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