This document summarizes different theories and typologies of followership. It discusses the work of Abraham Zaleznik, Robert Kelley, Ira Chaleff, and Barbara Kellerman in categorizing different types of followers based on factors like motivation, behavior, level of engagement, and degree of support/challenge towards leaders. Kellerman's typology identifies five types of followers: isolates, bystanders, participants, activists, and diehards. The document concludes that good followers actively support effective leaders and oppose ineffective ones, while bad followers do nothing or take opposing stances regardless of the leader's effectiveness. Good leadership requires understanding different followers and creating more leaders.

1. PRESENTATION
ON
WHAT EVERY LEADER NEEDS TO
KNOW ABOUT FOLLOWERS
Presented By:-
Narinder Kumar
DEPT. MBA(HRM&OB)

2. CONTENT
 Introduction of article
 Leader vs Followers
 A level of playing field
 Types of followers typology
 A new typology(by Barbara kellerman)
 Good and Bad followers
 Conclusion

3. LEADERS FOLLOWERS
Speak Listen
control information Guess
Know Have Opinions
Decide Do what they are told
Direct resources Make do with less and less
Command obey

4.  Followers can be identified by: Rank or Behaviour
 Rank: Subordinate who has less powwer,authorty and
influence, and influence than do their superiors.
 Behaviour : Going along with what someone else wants
and intends.

5. To various degrees, Harvard Business School professor Abraham Zalezink,
professor Robert Kelley, executive coach Ira Chaleff and Barbara
Kellerman have all argued that leader with even some understanding of
what drives their subordinates can be a great help to themselves, their
followers and their organizations.

6. By
Abraham
Zalezink
in (1965)
By
Robert Kelley
in (1992)
By
Ira Chaleff
in (1995)
He distinguish among the
different kinds of
subordinates, he placed
them along two axes:
•Dominances and
Submission
Or Activity and Passivity
He distinguished
followers from one
another according to
factors such as
motivation and
behavior in the
workplace.
He classified
subordinates according
to the degree to which
they supported leaders
and the degree to
which they challenged
them.

7. Abraham Zalezink followership styles
• Controlling but
passive, in part
because they feel
guilty about
privately wanting
to dominate
• Rebellious,
sometimes
spontaneous and
courageous
• Want to
submit to the
control of the
authority
figure
• Care little or
not at all about
what happens
at work and
behave
accordingly
Withdrawn Masochistic
CompulsiveImpulsive
Dominance
(controlling)
Submission
(being controlled)
Active mode
of behavior
Passive mode of
behavior

8. Pragmatic
Survivor
Alienated Effective
ConformistPassive
Kind of
followers
Independent, critical thinking
Dependent ,critical thinking
passive Active

9. Ira Chaleff ’s Followership Styles
Individualists Partners
Resources Implementers
Supervisory support HIGHLOW
HIGH
Challenge

10. IMPLEMENTERS
PARTNERS
INDIVIDUALISTS
RESOURCES Level of engagement

11. Barbara’s followership
 Followers can be identified by: Rank or Behavior
-Rank: subordinates who has less power, authority and
influence, and influence than do their superiors
-Behavior: going along with what someone else wants
and intends
“……implies a relationship(rank) between subordinate
and superior, and a response (behavior), of the former
to the latter.”

12. Isolates
Bystanders
Participants Activists
Diehards
Kinds of followership
styles By Barbara
Kellerman
In 2007

13. •Completely detached
•There to do what they must to get and nothing more
•Alienated from the system, the group the organization
•Silent and ignored
Isolates

14.  Observe, but do not participate.
 Make deliberate decisions to stand aside and disengage from
leaders and the group dynamic.
 Their withdrawal is a declaration of neutrality that amount to
support for whoever.
 They do nothing even when doing something is not
especially costly or especially risky.

15.  Are in some way engaged.
 They either clearly favour their leaders and groups
and organization or they are clearly opposed.
 They invest their engagement to try have an impact.
 By and leaders want followers who are participants
assuming they are in support and not in opposition.
 There are those followers who whiles generally
supportive of their leaders and of the organization of
which they are members, nevertheless go their own
way.

16.  Feel strongly about their leaders and act accordingly.
 They are eager, energetic, and engaged.
 They work either on behalf of their leaders or to
undermine and unseat them.
 They are either a major resource or a major bane.
 They care a great deal.
a. They care about their leaders, pro and con.
b. They care about each other, presumably pro.
c. They care about the whole of which they are a part.
• They should be watched and they should be judged.

17.  Are prepared to die if necessary for their causes,
whether an individual, an idea, or both.
 Deeply devoted to their leaders or ready to them
from positions of power, authority, and influence
by any means necessary.
 Defined by their dedication.
 Is all consuming it is who you are it determines
what you do.
 They are only so many diehards a society can take
and, there are only so many followers willing to
play the part.

19. Diehards
Activists
Participants
Bystanders
Isolates Level of Engagement
Followers Classifieds by level of Engagement
Types of followers

20.  Good followers will actively support a leader who is
good (effective and ethical) and will actively oppose a
leader who is bad (ineffective and unethical). Good
followers invest time and energy in making informed
judgement about who their leaders are and what they
espouse they take the appropriate action
 Conversely , bad followers will do nothing whatsoever
to contribute to the group or organization. Or they will
actively oppose a leader who is good. They will actively
support a leader who is bad.

21.  Leaders and followers as inseparable, indivisible, and
impossible to conceive the without the other.
 A good leader listens and talks to the team to find the
individual strengths of each team member.
 Activist follower strongly support their leader and
managers .
 Passive follower not strongly support their leader and
managers and never do anything.
 A sign of a good leader is not how many follower you
have , but how many leader you create.