Abstract
Leadership development programs have traditionally focused on building a leader’s skills, identities, and behavioral styles with little attention paid to followers. Yet we know that followers are an integral part of the leadership process, and effective followership can positively influence both leaders and organizations. The purpose of this chapter is to define and present a model for followership development in organizations. Using followership theory and research as a foundation, this chapter discusses two forms of followership behavior (i.e., active and passive), and examines the ways in which different followership styles can affect leaders and the leadership process. In doing so, I make a case for why organizations should invest in followership development for both leaders and followers in organizations, and present a general model for followership development programs. As organizations continue to rely on effective followership to support and enhance leadership, it is imperative that we begin bringing followers into the leadership development equation.
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