Followership Theories and Resistance to Change

Why Followership Matters

Successful organizational change relies on the cohesive relationship between leaders and followers. This concept illustrates why followership matters: effective followers actively contribute to co-produced leadership by engaging in collaborative relationships that emphasize shared power, mutual decision-making, joint accountability, transparency and communication, rather than adhering to a traditional top-down hierarchy (Kjellström et al., 2024, pp. 6–8).

An example of the importance of the leader–follower relationship can be seen in the implementation of a new provider order management system. The success of this launch depends on strong leadership guidance and active staff cooperation. Nurses, allied health professionals, and administrative teams who participated in pilot testing and feedback sessions acted as change management facilitators, helping to reduce fear and resistance among their peers.

⏸️ Pause and Reflect

In the video, Leadership Vs Fellowship, Hasan Adnan suggests that following with purpose is as important as leading. https://www.youtube.com/watch?v=YDeZ2mXq8qg

Can you reflect on your own experience where a follower’s resistance significantly influenced a team’s outcomes.

Followership Models

Kelley's Followership Model

Introduced by Robert Kelley in 1988

Main concepts:

- Emphasized the active role followers play in leadership process.
- Five types of followers: Exemplary, alienated, passive, conformist and pragmatist
- Effectiveness based on engagement and critical thinking

Resistance:

Resistance correlates to levels of engagement by the follower
Specifically passive or conformist followers
Lack of initiative, critical thinking and motivation

(Business School 101, 2023;

Zawawi et al., 2024, pp. 1295 -1300)

Chaleff's Courageous Follower Model

Introduced by Ira Chaleff in 1995

Main concepts:

Centres around courage, responsibility and behaviour
Four types: implementers, individualists, resourceful and partners
Engage in constructive dialogue with leaders
Contributions are vital to sustaining organizational change

Resistance:

Resistance through challenging leadership when appropriate
Balanced dynamic and empowered followers
Follower behaviour and level of engagement influence leadership outcomes

(Zawawi et al., 2024, pp. 1295 -1300)

Kellerman's Typology of Engagement

Introduced by Barbara Kellerman in 2007

Main concepts:

Focuses on engagement continuum
Follower typologies: Isolates, Bystander Participants , Activists and Diehards
Common theme in typologies: followers are do more than just obey leaders
Mutual relationship between leader and follower
Followers have influence and power

Resistance:

Isolates: resist through withdrawal or indifference
Bystander: resist through refusing to adapt behaviour
Participants: quiet resistance if lack of conviction in change
Activists/Diehards: Loud and visible resistance, engage others to change their views if results don't align with initiative

(Matshoba-Ramuedzisi et al., 2022, pp. 656-658)

OVERCOMING RESISTANCE

(Prosci, 2020)

Resistance Planning Methodology

Resistance to change manifests in a team's actions and behaviour. Recognizing that effective change management requires a collaborative relationship between leaders and followers, this relations also impacts the way followers overcome resistance to change implementation. Rehman et al. (2021) conducted a study analyzing the impact of perceived organizational support and leader-member exchange and its affect on organizational change. Followers need support from both their organization and direct leaders and with those relationships marked by trust, respect, and recognition, also influence employees’ change attitudes, ultimately reducing resistance.

Prosci, a global leader in change management outlines the strategies necessary for effective resistance planning.

Proactive approach to resistance
Stakeholder engagement and readiness assessments to determine which teams and or areas resistance will arise
Increase communication strategies and objectives early on in the change
Align project management with change management teams to address team and organizational challenges
Comprehensive training and support
Vocal, active and visible leaders supporting team during the change

(Prosci,n.d.)

Resistance to change often develops from uncertainty, fear, and a lack of understanding about the purpose or impact of the change. When leaders and followers engage in open, transparent, and visible communication, these fears or concerns can be transformed into constructive dialogue that fosters trust, collaboration, and shared ownership of outcomes.

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