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In the last half-century especially, changes in culture and technology—social media particularly—have forever altered relations between leaders and followers.
- As every leader of a certain age will testify, no matter in which sector, including in addition to business and government, the military, education, and religion, leaders in liberal democracies have become weaker and their followers stronger.
- Evaluated at every turn not by other leaders but by followers. By ordinary people who feel more entitled than ever before to pass judgment on those more highly placed than they.
- We live in a time when teaching people how to lead wisely and well will no longer suffice—if it ever did.
- For the system to work and for cooperation, collaboration, and compromise regularly to take place, teaching people how to follow wisely and well must be equally important.
- Sometimes good followers do not follow.
- Sometimes they resist, as opposed to mutely going along with, bad leaders. The importance of this point is impossible to overestimate. For if we are ever going to learn how stop or at least slow bad leadership, learning to be a good follower will be key.
Genioux knowledge fact condensed as an image
Category 2: The Big Picture of the Digital Age
[genioux fact produced, deduced or extracted from Fast Company]
Type of essential knowledge of this “genioux fact”: Essential Deduced and Extracted Knowledge (EDEK).
Type of validity of the "genioux fact".
- Inherited from sources + Supported by the knowledge of one or more experts.
Authors of the genioux fact
References
Leaders matter. So do followers., Barbara Kellerman and Tomas Chamorro Premuzik, February 16, 2021, Fast Company.
ABOUT THE AUTHORS
Barbara Kellerman is James MacGregor Burns Lecturer in Public Leadership at the Harvard Kennedy School. Her most recent book is Leaders Who Lust: Power, Money, Sex, Success, Legitimacy, Legacy.
Tomas Chamorro-Premuzic, Ph.D. is an international authority in leadership assessment, people analytics, and talent management. He is the Chief Talent Scientist at ManpowerGroup and a professor of business psychology at both University College London and Columbia University. His most recent book is Why Do So Many Incompetent Men Become Leaders? (And How to Fix It).
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