Foundations
- One who follows not only accompanies another; they are invested in the same purpose and vision of the other person or organization.
- Everyone is a follower at some point; we switch between leading and following several times a day. (Luke 9:14-15)
- The relationship between a leader and a follower is a two-way street. In healthy relationships leaders influence followers and vice versa.
- Desirable qualities in leaders are also desirable in followers such as initiative and critical thinking.
- Leaders need to learn how to be an effective follower personally and also how to cultivate qualities of effective following for those in their sphere of influence.
- Healthy relationships between leaders and followers enable them to pursue a shared vision; success in reaching the vision depends upon effectiveness in both the leader and the followers. (John 15:14-17)
Research
In “The Power of Followership,” Robert Kelley describes five kinds of followers, categorized according to two dimensions based on his research.
1. The first dimension is the quality of independent, critical thinking versus dependent, uncritical thinking:
- Independent, critical thinkers consider the impact of their own actions and the actions of others, and they are willing to be creative and innovative and to offer constructive criticism when it is appropriate.
- Dependent, uncritical thinkers do not consider possibilities beyond what they are told, do not contribute to the creative nurturing of the organization, and accept the leader’s ideas without thinking.
2. The second dimension of follower style is active versus passive behavior:
- An active person demonstrates a sense of ownership. He participates fully in the organization, takes initiative in problem solving and decision making, interacts with coworkers at various levels, and goes beyond the bare necessities required by the job.
- The passive individual needs constant supervision and encouragement by his supervisors. His level of involvement or interaction is limited to doing what he is told to do. He avoids responsibilities beyond what the job specifically requires.
3. In brief, effective followers think (constructively) and act (by initiative).
Characteristics
For the congregation or any Christian ministry or organization to grow to maturity and to fulfill its purpose in God, every member must function properly. (Eph. 4:15-16)
Obey
God has established leaders in their roles so we can follow them (Heb 13:17; cf. Col. 3:22-25; Eph 6:5-8).
- To obey means to “hear under”: that is, to know God’s will by testing our understanding of it with those who lead us. Or to hear God speak to us through our leaders.
- To submit means to “order under”: that is to align and arrange the way we do things under the mission of another.
Encourage
During normal times, the leader carries the burden of responsibility for the entire organization (2 Cor 11:28-29). In addition, all leaders go through difficult times. Perhaps the leader is trying to bring needed change to the organization and is encountering resistance. During such times, a healthy follower will actively look for ways to express support and encouragement to his leader. (I Cor 16:17-18; 2 Tim 1:16; Philemon 7; Proverbs 27:18; 15:23; 25:11)
Take Responsibility
Effective followers take responsibility for the success of the whole organization, not just their own areas. Consequently, they will take initiative to do what is necessary without being told. In addition, they will go beyond their normal duties when appropriate. When serious problems arise, they will inform the leaders and suggest solutions. Healthy followers will see themselves as participants in the processes of organizational health and growth. One key to being an effective follower is the ability to think for oneself – to exercise self-control and independence and to work without close supervision. (Prov 6:6-8; 30:27)
Give Advice and Counsel
The leader does not have all the answers, especially when he is new or inexperienced. Secure leaders build mutually trusting relationships with capable followers who look for opportunities to provide helpful advice, ask questions, or simply to be good listeners when the situation demands it. In addition, the healthy follower will maintain this relationship with absolute confidentiality. (Prov 9:9; 15:22; 24:6)
Challenge When Necessary
When there are potential drawbacks or problems with a leader’s plans or ideas, a healthy follower will bring these issues to light. Such challenges can be negative (“you’re wrong…”) or positive (“you’re right but we can do this even better…”). (Prov 9:8-9; 17:10; 19:25; 27:5-6; Ex. 18:23-24; Ruth 1:15-18; Gal 2:5). Naturally, one must challenge a leader in the right way; leaders often get defensive in response to negative feedback.
What is an appropriate manner for raising concerns?
- Be sure it really matters. Don’t challenge a leader over every little thing!
- Have a history of submission and cooperation.
- Pray first for grace, wisdom and favor.
- Acknowledge the leader’s position and right to make the final decision.
- Communicate a sincere desire to help the leader fulfill the organizational purpose. (Prov. 18:25a)
- Point out specifics rather than vague generalities.
- Refrain from personalizing the critique; focus on problem solving.
- Avoid threats of non-compliance if the leader does not take heed. Certainly, there may be times when the follower absolutely could not follow a particular path; for example, when clear ethical or legal issues are involved.
Seek Honest Feedback
To build mutual trust and openness, a healthy follower will encourage the leader to be candid and direct. He will ask the leader for input on how his performance can be more effective, and he will not withdraw and sulk when the leader shares corrections or concerns. In this way, the healthy follower chooses accountability regarding his own life, the details of his own ministry and how his ministry fits with the whole community. (Prov 10:17; 12:1; 12:15; see also 4:1; 5:11-14; 13:1, 10, 13, 18; 15:5, 10, 12, 31-32; 16:20; 17:10)
Clarify Roles and Expectations
It is the leader’s responsibility to make known to his followers what their exact roles and responsibilities are. Nevertheless, many leaders fail to communicate these things:
- Clear job expectations
- Scope of authority and responsibility
- Specific goals that must be attained
- Deadlines
Followers must pursue clarification in these areas. Healthy followers will diplomatically but firmly resolve role ambiguity and conflict.
Show Appreciation
Healthy leaders affirm their followers, and healthy followers affirm their leaders. When such affirmation is sincere and not manipulative, it will strengthen the leader-follower relationship as well as encourage the leader to push ahead toward the fulfillment of the vision. (Luke 17:16-18; 2 Cor 6:11-13)
Keep the Leader Informed
Leaders rely on their followers to keep them informed about many aspects of the life and activity of the organization. Without accurate and timely information, a leader cannot make good decisions since he will lack a complete picture of what is happening. Followers must share both positive and negative information with their leaders; those who “protect” the leader by withholding negative information sabotage the entire organization. A leader cannot, and should not, be aware of all the details in an organization. Finding the right balance is much easier when there is a relationship of mutual trust and respect. (I Cor 1:11; 5:1; Col 1:7-8; I Thess 3:6)
Verify Accuracy
It is extremely important that the follower verify the accuracy of information he passes along to the leader. Rumors, complaints and reports of problems can have a disproportionate effect if the leader assumes incorrectly that the follower took the time to substantiate them. (Prov 16:13)
Moreover, the good follower will not pretend to know more than he really does when asked about a given situation, preferring instead to defer his answer until he has had a chance to find out. (Prov 25:7-8; Prov 29:20; see also 10:18b; 12:17; 13:3; 14:5, 25; 15:7, 28)
Resist Inappropriate Influence
The healthy follower knows he is not required by God to comply with instructions to do what is abusive, illegal or unethical, or to believe what is theologically aberrant. He will not sacrifice the purpose of the organization or his own integrity just to maintain harmony and minimize conflict. (Dan 1:8; 16-18; Acts 4:18-20; 5:27-29; Gal 2:11)
First, in a firm but tactful way, he should remind the leader of this own spiritual and ethical responsibilities, pointing out the negative consequences of the proposed course of action. (Prov. 25:15)
Second, he should attempt to hold the leader accountable within the authority structure of the organization. If he attempts at bringing correction fail, he may need to leave the organization. At all times, he must retain the right spirit and not become personally hostile.
(From Malcolm Webber, Healthy Leaders, SGAI; noted and revised by Keith Yoder)
