ABSTRACT
It is the quality of the relationship of leaders and followers, all the way up and down the organization chart, that makes or breaks organizations. Those lower down in the organization have more direct experience with its people, processes and customers and need to be able to influence the leaders' thinking on which way the organization should go. Traditional leadership theory puts the responsibility for the leader-follower relationship with the leader. We are a society in love with leadership and uncomfortable with followership, though the subjects are inseparable. We don't honor followership. Optimum group performance requires that both leaders and followers place the organization's welfare at least on par with protecting their personal interests. To be an effective change agent or partner, we need to reconnect with what is right about the leader's behavior. There is great satisfaction in positively influencing a leader or an organization so that its performance and morale improves.
