Most leadership theories focus on the leader as a person with followers, without considering the role followers play in leadership. To Hughes et al. (2005), such leader-centric perspectives ignore vital elements necessary for understanding leadership. As stated by Burns (1978, p. 452), “one-man leadership is a contradiction in terms.” Burns saw leadership as a “collective” process that was an “interaction” between followers and leaders. Hughes et al. (2005) build on this interaction process by borrowing from Fiedler’s (1964) contingency theory and Hollander’s transactional theory to propose an interactional framework that sees leadership as a “function of the leader, the follower, and the situation.” Analyzing each element alone can provide limited insight into isolated dimensions of leadership, but examining the interaction among the elements provides a view of a “complex set of interactions among the leader, the followers, and the situation” (p. 24).

Considering the role that followers play in leadership, Judy Heller and John Van Till (1983) said that “leadership and followership are best seen as roles in a relationship” (p. 406). To understand the dynamic relationship between leaders and followers moving toward shared goals, Heller and Van Till offer three propositions: first, to maintain the relationship between leader and followers, leaders must lead well, and followers must follow well; second, good leadership and good followership reciprocally enhance the other, and; third, the follower can be a “potential leader” who can choose to be passive (Heller & Van Till, 1983, pp. 406-408).

Robert Kelley (1996) added additional insight into the role followers play in leadership by asserting that followers are not merely sheep that the leader must prod into action; they are also collaborators in the leadership process. To Kelly, followers range from independent and critical thinking to dependent and uncritical thinking. The best followers are independent, critical thinkers who can generate creative solutions independent of a leader. The worst followers need a leader to tell them what to do and how to do it.

Considering the role followers play enhances understanding of leadership by showing the dynamic reciprocal influence among leaders and followers. This helps to illuminate the importance of follower traits and behaviors in leadership situations, and the moderating influence followers have on leadership. Studying the role that followers play in leadership can also illuminate practices for helping followers participate in their own leadership. John Gabarro and John Kotter (2005) offer a process for followers to use in managing relationships with their bosses, saying that followers should do the following:

• Attempt to understand the boss and gain an appreciation for the boss’s leadership style, needs, goals, strengths, and weaknesses.
• Understand their own style, needs, goals, expectations, strengths, and weaknesses.
• Conduct a gap analysis between their understanding of the boss and their understanding of themselves.
• Develop and maintain a relationship that fits the needs and styles of both parties.