This document summarizes several models of follower typologies: 1. Abraham Zaleznik's model categorizes followers as impulsive, compulsive, masochistic, or withdrawn based on their levels of dominance and submission. 2. Robert Kelley's model identifies five follower types - alienated, passive, conformist, exemplary, and pragmatic - based on their motivation and behavior. 3. Ira Chaleff's model places followers into four quadrants based on their levels of support and challenge of leaders: partners, implementers, individualists, and resources. 4. The document also discusses isolates, bystanders, participants, activists, and diehards based on their engagement levels

1. What Leaders Need to Know About
Followers

2. Introduction

3. Types of Followers

4.  care very little or not
at all about what
happens at work and
behave accordingly
 Controlling, but
passive, in part b/c
they feel guilty about
privately wanting to
dominate
 want to submit to
the control of the
authority figure
 Rebellious,
sometimes
spontaneous and
courageous
Abraham Zaleznik Model:
Impulsive Compulsive
Masochistic
With
Drawn
Dominance
(controlling)
Submission
(being controlled)
Active
mode of behavior
Passive
mode of behavior

5. 1. Impulsive:
Impulsive followers are often rebellious, trying to lead whilst being led.
They are sometimes spontaneous and courageous.
2. Compulsive:
Compulsive followers want to dominate their leaders, but hold themselves
back. They typically feel guilty about their compulsive tendencies.
3. Masochistic:
Masochistic want to submit to the control of the authority figure, even
though they feel discomfort in doing so. In this way they gain pleasure from
being dominated.
4. Withdrawn:
Withdrawn followers care very little or not at all about what happens at
work and consequently take little part in work activities other than doing
the minimum necessary to keep their jobs.

6. Robert Kelley Model:
Robert Kelley distinguish followers into 5 different types from on the
basis of motivation and behavior in the work place.

7. 1. Alienated Followers: They are independent, critical thinkers
who often describe themselves as people who think for themselves.
According to Kelley's research, ‘Alienated followers’ represent between
15% to 25%of followers in any given organization.
2. Passive Followers: These followers lack initiative, a sense of
responsibility, require constant direction, look to the leader to do their
thinking for them and have no desire whatsoever to create change in an
organization.
'Passive Followers' represent the lowest percentage of any organization
between 5% to 10%.
3. Conformist Followers: Conformist Followers are the "yes
people“. They used to participates in their groups and organizations but
are content to simply take orders.
This type of person carries out the leader's direction without question
and will often sacrifice their own personal ethics and morals for the
sake of harmony within the group and to avoid conflict.
 According to Kelley, they represent between 20% to 30%of followers in
any given organization.

8. 4. Exemplary Followers: The followers who have both a critical,
independent thinker and active in behavior.
Exemplary followers are willing to be mentored or coached by the leader and
at the same time are willing to teach the leader.
'Exemplary Followers' represent between 5% to 30% of followers.
5. Pragmatic Followers: Pragmatist Followers are the survivors,
they know how to play the game from both sides but are averse to taking
risks.
They cover their backs; are not interested in the growth of the organization.
‘Pragmatic Followers’ represent between 25% to 35% of an average
organization.

10. Ira Chaleff Model:
He classified followers according to the degree to which they
supported leaders and degree to which they challenged them.
Quadrant I: high support,
high challenge
Quadrant II: high support,
low challenge
Quadrant III: low support,
high challenge
Quadrant IV: low support,
low challenge

11. 1.Partners: Followers operating from the first quadrant gives
vigorous support to a leader but also willing to question the leader’s
behavior or policies. This individual could be said to be a true partner
with the leader.
2. Implementers: They are the majority workhorses of
organizations, taking order and completing them with any real
questions.
3. Individualists: Those who do not hesitate to tell the leader or
anyone else in the group, exactly what they think of his or her actions or
policies. These individuals do not display equal energy in supporting the
leader’s initiatives.
4. Resources: They are blindly obedient but lack the intelligence or
courage to provide challenge. They do an honest day’s work for a day’s
pay but don’t go beyond the minimum expected of them.

13. Isolates
• Not aware of surroundings.
• Un noticed
• Zero enthusiasm
• Impede improvement
• Slow change
• Lethargic and indifferent to work
• To engage isolates action is required

14. Bystanders
• Watching from sidelines almost as an observer.
• Little active support
• The events they go through while they work
Notice the event
Realize the emergency
Assume Responsibility
Know what to do or not
Act

15. Participants
• Care about Organization
• If they agree with leader they help & support their idea too
• But if they disagree they oppose the idea.

16. Activists
 Eager, energetic and engaged.
 Heavily invested in people and process.
 Work hard either on behalf of their
leaders or against them.
 -“Paul Wolfowitz case”

17. Some other traits :
Activists are proven to be strong allies
Low in numbers.
High level of commitments.
-’brad Anderson’’ case.

18. DIEHARDS
 Followers; deeply devoted or strongly motivated to displace their leader
 Either asset or liability
 Hitler; Josef Goebbels
 Not all diehard followers; extreme to their devotion
 Endanger; health & welfare
 Diehards; high price for their unconventional behavior
 Attitudes & opinions do not matter; bystanders & isolates.
 Participants, activists & diehards
 Do these followers support their leaders?
 Good leader; should pay attention to those who express their strong support.
 Diehards & activists; wear their hearts on their sleeves.

19. Good And Bad Followers
• Followers who do something are preferred to those who do nothing

20. • Good followers will support good leader & oppose bad.
• Make informed judgments about people.
• Bad followers do nothing that contributes the organization
• Informed followers are challenging leaders