ABSTRACT
In mainstream and popular leadership literature, lots of space is given to exploring leaders and leadership, but very little to the exploration of followers/followership. Much leadership talk about patterns, ideals, styles, clear ideas, and coherence may prevent managers and others from clear insights of managerial practice and put unnecessary burdens on managers to produce leadership as prescribed. A person is recognised as a leader when others recognise themselves in what that person is saying and/or doing, and in recognising themselves they come to recognise that person as a leader. Leadership emerges in interaction. It is co-created in social processes of mutual recognition. The rationalisation for the course of action sometimes falls into the 'keep your enemies close' category, but more usually occurs because informal leaders are articulating something that others recognise and are attracted to, including those making recruitment decisions.
