The intention of this book is to demonstrate the disconnect that exists between leaders and followers. This is in an effort to demonstrate the important role of the follower as a key variable in the success equation of an organisation. While the concept of leadership is well written and researched about, that of the follower remains insignificantly discussed. The argument for and against leaders vs. manger is continuing in the academic world but that of the follower is barely considered. This book attempts to shade light on the importance of the subordinates.
Followers are a crucial variable in the success of any organisation. How well they are treated and allowed to flourish will contribute largely to the success of an organisation. As cooperating assistants with less power, authority and influence, they are an invaluable support to the leader of the day.
Leadership though highly sought in career advancement, is not devoid of humanity, humanity precedes all titles. Our generation views leadership on the basis of being ahead somewhat, being a little higher than the rest of the flock so to say. The idea of being ahead easily over exerts itself in action unfortunately creating unhealthy environments for the followers. This book looks at the followers and how minus their existence leadership does not exist. The content brings to the fore the fine balance that interplays in the workforce and a perhaps an internal look at the dynamics that leadership often ignores, that followers make leaders and thus need to be considered on the human interface before their roles.
The followers are not just items or objects that need to be moved as in a chess game in order to get the prize, these are humans who need to be led as humans but tactfully approached in their positions. Neither should followers be zombie like in following the instructions outlined by leaders that they are devoid of mental input. Followers are neither detached from humanity and require it considered in the work environment in order to be motivated and to put in that extra element that brings the objectives of a company to fruition. This fine balance be-tween leadership and followers in any environment is discussed in order to highlight how important both parties are and how one interwoven in the other relies on the other in order to exist.
Table of Contents
Chapter 1: Introduction
Chapter 2: The ‘Zombie-Like’ Effect
Introduction
Cooperating assistants
Model of followership
Zombie-like effect on Followers
Summary
Chapter 3: Followers: Led or ruled
Introduction
Leaders vs. Managers
Definitions of terms
Leadership
Management
Human Resource
Followers
Led or Ruled
To lead is not to rule
The Fallacy of Management
Summary
Chapter 4: Are Leaders from Planet Mars?
Introduction
Everyone would like to be a leader not a follower
Summary
Chapter 5: Wining the hearts of your Followers
Introduction
Client’s vs. Employees
Skills approach a mind game
Summary
Chapter 6: Going the Extra mile for Followers
Introduction
Employee turnover vs retention
Leadership vs Multi-Generational Workforce
Healthy Followers
The value of the health and well-being of an employee
Summary
Chapter 7: Followers do have Career Aspirations too!
Introduction
Under the Frederick Taylor spell
Defining a Career
Career Development
Employee’s role in Career Management
Summary
Chapter 8: Local knowledge and Leadership
Defining Knowledge
Local knowledge
Summary
Chapter 9: Conclusion
Book Objectives & Themes
The work aims to address the disconnect between leadership and followers in modern organizations, highlighting the role of the follower as a critical variable in institutional success. It challenges the traditional, leader-centric view of management and argues that effective organizational outcomes depend on treating followers with humanity, respect, and strategic appreciation rather than as replaceable objects.
- The importance of followers as key contributors to organizational success.
- The critique of domineering "zombie-like" management styles and their negative impacts.
- The necessity of fostering a supportive, healthy, and human-centric work environment.
- The integration of local knowledge into leadership practices to improve follower engagement.
- Career aspirations and the importance of individual development within the workplace.
Excerpt from the Book
The Fallacy of Management
Human Resource Management emerged in the mid-1980s from the then industrial welfare which was the first form of HRM in the 18th century. The focus was on the people side of management. Despite this, there is more on managing and little on the managed. It is more on what the manager needs to do to get the best out of the followers; recruiting them, organising them, leading them, controlling them, auditing them, training and developing them etc.
The belief that people need to be managed has been misapplied in most cases. The process of managing people has given too much authority to the people that manage. Strategically, organising HRM to achieve the goals of an organisation is important. The whole process should not be assumed as a means of making HR function without which, they will not. Such a state brings in concepts such as micromanaging and over-managed. HR is not just any other resource. Micromanaging and over-managing is going overboard with the authority a manager is given over the followers. Such a state stripes off, trust and confidence in the followers to follower and to function individually.
In an article titled “Employees don’t leave Companies, they leave Managers” Hyacinth (2017) gives the following statistic: 1 million employed U.S. workers asserted that the No. 1 reason people quit their jobs was a bad boss or immediate supervisors and a further 75% of submitted that they voluntarily left their jobs because of their bosses not the position itself. Hyacinth further avers that a good job is not reason to retain an employee. Unhealthy reporting relationships are life chocking and the best thing to do is to leave to avoid ill health or even death.
Employees are not in existence to be ruled. They are supposed to be managed and managed well. Bad managers are like evil step mothers whose aim is to prove their authentication as mothers and better wife hence cause so much misery to their children. A manager/leader has no reason to prove their position except through good management.
Summary of Chapters
Chapter 1: Introduction: The author introduces the central argument that leadership is often disconnected from the human needs of followers, leading to disillusioned employees, and emphasizes that leadership cannot exist without followers.
Chapter 2: The ‘Zombie-Like’ Effect: This chapter defines the 'zombie-like' effect where followers become passive, mechanical, and demotivated due to domineering management, and highlights the need to treat followers as essential, active partners.
Chapter 3: Followers: Led or ruled: The author explores the distinction between leading and ruling, criticizing the "boss" mentality and advocating for a shift towards leadership that values the human aspect of employees.
Chapter 4: Are Leaders from Planet Mars?: This chapter challenges the romanticized perception of leadership as a divine or superhuman trait, emphasizing that leaders often emerge from the ranks of followers through progressive career steps.
Chapter 5: Wining the hearts of your Followers: This chapter focuses on the art of influencing and appreciating followers, arguing that small acts of recognition and human connection significantly boost productivity and organizational loyalty.
Chapter 6: Going the Extra mile for Followers: This chapter examines the modern workforce, the importance of employee retention, and why creating a positive, flexible, and healthy work environment is critical in a competitive, candidate-driven market.
Chapter 7: Followers do have Career Aspirations too!: The author addresses the importance of respecting the individual career goals of followers and critiques management styles that hinder personal development.
Chapter 8: Local knowledge and Leadership: This chapter investigates how cultural context and local knowledge shape leadership perceptions and the treatment of employees, suggesting that leaders should be mindful of these influences.
Chapter 9: Conclusion: The conclusion synthesizes the book’s core message: leaders are servants of the people, and effective leadership requires humility, humanity, and a commitment to nurturing the followers who sustain the organization.
Keywords
Leadership, Followership, Human Resource Management, Employee Engagement, Organizational Culture, Micromanagement, Career Development, Local Knowledge, Workplace Well-being, Employee Retention, Job Satisfaction, Professional Development, Leadership Styles, Employee Empowerment, Human Relations.
Frequently Asked Questions
What is the primary focus of this work?
The work focuses on the often-overlooked role of the follower in the leadership-followership relationship, arguing that organizational success is fundamentally dependent on how followers are treated, led, and valued.
What are the central themes discussed in the book?
The central themes include the negative impact of domineering leadership, the necessity of humanizing the workplace, the importance of fostering employee well-being, and the dynamic nature of careers.
What is the core research question or objective?
The objective is to expose the disconnect between leaders and followers and to demonstrate that followers are not merely objects of management but critical partners who require purposeful, humane leadership to flourish.
Which research methodology is applied in this work?
The book utilizes a combination of literature review, analysis of management theory, and personal qualitative observations from the author's career in academia and HR management.
What topics are covered in the main body?
The main body addresses the "zombie-like" effect of poor management, the distinction between managers and leaders, the role of local knowledge, the importance of career aspirations, and strategies for employee health and retention.
Which keywords best characterize the work?
Key terms include leadership, followership, organizational culture, employee empowerment, human resource management, and career management.
How does the author define the 'zombie-like' effect?
The author defines it as a state where subordinates become demotivated, passive shells of individuals who only obey orders because they are deprived of their humanity, initiative, and voice by a domineering leader.
How does local knowledge influence leadership in the corporate world?
Local knowledge, such as cultural norms regarding age, hierarchy, and gender, often infiltrates corporate environments, causing leaders to either demand blind obedience or, in more enlightened cases, to adapt their leadership style to be more inclusive and respectful.
What is the significance of the "extra mile" concept?
It represents the additional efforts leaders must make to support followers' physical and mental health, career growth, and overall well-being, which ultimately leads to a more committed and productive workforce.
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- Christine Phiri Mushibwe (Autor:in), Mwelwa Mushibwe Ntanisha (Autor:in), 2020, Followers. A Key Variable in Organisational Success, München, GRIN Verlag, https://www.grin.com/document/937497
