A three factor model of followership: part 1– introduction to followership, leadership and the three factor model of leadership

Abstract

Purpose – While there is an extensive body of theory and research on leadership, less attention has been paid to other work roles, including follower roles. The purpose of this paper is to explain and justify a three factor model of followership as a basis for exploring the role of followers, establishing what makes an effective follower and discussing the training and development of followers. This is the first part of a three part paper. It reviews previous theory and research on followership, before describing the three factor model of leadership and considering how it can be applied to followership. Design/methodology/approach – The first part of this paper consists mainly of a literature review on followership, and a description of the three factor model of leadership. The second and third parts of the paper outline the approach to the empirical research. Findings – The overall findings of this three part paper: provide empirical evidence to support the three factor model of leadership; justify the extension of the model to other work roles, including follower roles; allow the development of a three factor framework of follower behaviours. Research limitations/implications – The three factor model of followership shows that followership and leadership are not fundamentally different. Indeed, the skills that leaders need in their roles develop out of and build on those needed in follower roles. The essential difference is in the contrasting roles of leader and follower in which they are used. The research findings are based mainly on individuals in the public sector in the UK. Further research on other populations would be useful. Practical implications – Effective organisations need effective followers and effective leaders. Moreover, the skills of the effective leader develop out of and build on those of the effective follower. Social implications – The view of followership expressed in this paper is a challenge to the widely held pre-occupation with leadership and, more generally, to the cult of leadership. Originality/value – This is the first published attempt to apply the three factor model of leadership to followership. Evidence is presented on the internal reliability and external validity of measures of leadership and followership. Scales were developed to distinguish between leader and follower roles and used to describe behaviours characteristic of such roles, as well as behaviours valued in these roles, based on 360 degree assessments.

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