Leadership – More

than just Myths and

Romance
• SESSION – 4: FOLLOWERSHIP

• SE521: SEMINAR SERIES – I

• MBA COHORT OF FALL 21: SEMESTER II
• NOVEL ACADEMY, POKHARA
Session
Outcome
 Explore, understand
and critically evaluate
the construct of
'Followership'.

 Identify the research

gaps within
the construct

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Agenda & Discussion

 Concept

 Models
 Robert Kelly's Model
 Ira Chaleff's Model
 Roger Adair's 4D Model

 Research gaps
Prologue –
Followership
Concept
MILGRAM'S 'OBEDIENCE'
EXPERIMENT

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Prologue – Followership Concept
STANFORD PRISON EXPERIMENT

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Prologue – Followership
Concept
 "People conform passively and
unthinkingly to both the instructions
and the roles that authorities provide,
however malevolent these may be."
 "Individuals' willingness to follow
authorities is conditional on
identification with the authority in
question and an associated belief that
the authority is right."

(Haslam & Reicher, 2012)

Prologue – Followership Concept

 Employee 'Engagement' impacts 11 organizational

outcomes

 Engaged employees – 21 % employees

 Actively dis-engaged employees – 19 % employees

(Harter et al., 2020)

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Prologue –
Followership
Concept
 Leadership is half the story...

 From 'Flow' to 'Co-flow'

 Interpersonal Agility

(Hurwitz & Hurwitz, 2015)

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Prologue – Followership Concept

 Employee voice

 "HPWS’ practices influence line

managers' AMO to manage voice
and the employees’ AMO to engage
in voice behavior, resulting in the
encouragement of both employer
and employee interest forms of
voice."
(Mowbray et al., 2021)
Prologue – Followership Concept

 Milgram's Obedience to Authority

 "Willingness to perform unpleasant tasks is contingent upon
identification with collective goals and

 Leaders cultivate identification with those goals by making

them seem virtuous rather than vicious and thereby
ameliorating the stress that achieving them entails.
(Haslam et al., 2015)

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Prologue - Followership

 "Followers strategically promote

dominant individuals to
leadership positions in order to
enhance their ability to aggress
against other groups."
(Petersen & Laustsen, 2020)

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Prologue – Followership
Concept

 "Followers are especially likely to

fail to identify with leaders and
to perceive them as charismatic
when those leaders neither
represent the group nor identify
with its cause."
(Steffens et al., 2015)
 4D
Followership
Model

(Adair, 2008)

https://2012books.lardbucket.org/books/an-introduction-to-organizational-
communication/section_09/ccba678f2de4c497bb0d6e595548aa11.jpg
 Robert
Kelly's
Followership
Model

https://static.wixstatic.com/media/67d9d5_304cb3c7e188431abd24851c5fcd23f6~mv2.pn
g/v1/fill/w_628,h_346,al_c,q_95/67d9d5_304cb3c7e188431abd24851c5fcd23f6~mv2.webp
Ira Chaleff's
Followership
Model – The
courageous
follower
References
 Haslam, S. A., & Reicher, S. D. (2012). Contesting the “Nature” Of Conformity: What Milgram and
Zimbardo’s Studies Really Show. PLOS Biology, 10(11), e1001426.
https://doi.org/10.1371/journal.pbio.1001426
 Harter, J. K., Schmidt, F. L., & Agrawal, S. (2020). The Relat ionship Bet ween Engagement at Work and
Organizat ional Out comes. Gallup Inc.
 Hurwitz, S., & Hurwitz, M. (2015). Leadership is half t he st ory—A fresh look at followership, leadership and
collaborat ion. University of Tronto Press.
 Mowbray, P. K., Wilkinson, A., & Tse, H. H. M. (2021). High-performance work systems and employee voice
behavior: An integrated model and research agenda. Personnel Review, 50(6), 1530–1543.
https://doi.org/10.1108/PR-12-2019-0692
 Haslam, S. A., Reicher, S. D., Millard, K., & McDonald, R. (2015). ‘Happy to have been of service’: The Yale
archive as a window into the engaged followership of participants in Milgram’s ‘obedience’
experiments. Brit ish Journal of Social Psychology, 54(1), 55–83. https://doi.org/10.1111/bjso.12074
 Petersen, M. B., & Laustsen, L. (2020). Dominant leaders and the political psychology of followership.
Current Opinion in Psychology, 33, 136–141. https://doi.org/10.1016/j.copsyc.2019.07.005
 Steffens, N. K., Schuh, S. C., Haslam, S. A., Pérez, A., & van Dick, R. (2015). ‘Of the group’ and ‘for the
group’: How followership is shaped by leaders’ prototypicality and group identification: Of the group and
for the group. European Journal of Social Psychology, 45(2), 180–190. https://doi.org/10.1002/ejsp.2088
 Adair, R. (2008). Developing Great Leaders, One Follower at a Time. In The Art of Followership: How great
followers creat e great leaders and organizat ion. Wiley.