The Follower as Servant

Abstract

What is the first thing that comes to mind when you hear the word leader? I imagine it conjures images of power and influence. Some think of wealth and status. Some think of specific individuals who represent leadership to them. Often leaders are thought of in very positive ways. Some might even say mythical ways (Bennis, 1999). Everyone wants to be thought of as a leader. In fact, research suggests most people do think of themselves as leaders (Laurent, 1978). Parents want their children to be leaders, not followers. Indeed, when someone says that one is a follower, it is generally not a compliment. However, people actually spend far more time in the position or role of follower (Kelley, 1992). Now, what comes to your mind when you think of the word: follower. I suspect the images are ones of blind obedience, passivity, perhaps even weakness. Sheep are a common metaphor that comes to mind for many. When we combine these first thoughts about leadership and followership, the conception of the relationship between leaders and followers is one of strength and greatness contrasted with and presiding over weakness, passivity, and obedience. While this conceptual paradigm of the relationship between leaders and followers is relative common, it is nonetheless inconsistent with the realities of the leader-follower dynamic. The relationship between leaders and followers is far more dynamic and varied than these default paradigms suggest. This is particularly true when one adds the term servant to the leader-follower dynamic. This article explores the impact of this addition with a particular emphasis on the concept of the servant-follower.