Leadership Effectiveness Gap and the Underrated Role of Followers

Decades of research reveal a persistent and uncomfortable disparity between the leaders organizations possess and the leaders they actually require. Many traits that facilitate an individual's emergence into a leadership role do not necessarily translate to effective leadership once in power. Narcissism, for instance, has been identified as a predictor of leadership emergence but not of leadership effectiveness. This disconnect is further underscored by statistics indicating a high failure rate for corporate managers, estimated to be at least 50%. Public confidence in leaders has consequently declined to an all-time low, and paradoxically, the correlation between investment in leadership development and public faith in leaders is negative. The pervasive issue of employee disengagement, largely attributed to direct supervisors, and the common phenomenon of employees leaving organizations due to their managers, rather than the companies themselves, reinforce the notion that a substantial proportion of individuals in leadership positions are ineffective, incompetent, or inept. This raises a critical question: if a significant percentage of leaders are not performing at a high level, should fewer individuals aspire to leadership roles?

Conversely, the vital role of good followership in achieving leadership excellence is rarely discussed. Effective followers are a critical and undervalued component of successful leadership. Teams tend to perform better when they are comprised of intelligent and aligned followers. This principle is evident in professional sports, where a strong positive correlation exists between a team's compensation and its performance, with coaches accounting for only a small percentage of the variance. The quality of elected leaders in democratic systems is also intrinsically linked to the maturity, educational attainment, and engagement of their voters. Therefore, the effectiveness of leadership is not solely dependent on the leader but is a reciprocal relationship influenced significantly by the quality of the followership.

The research suggests that the focus on leadership development may be misdirected if it does not also consider the cultivation of effective followers. The skills and attributes that make someone a good follower—such as critical thinking, proactive problem-solving, and constructive feedback—are essential for a leader's success. Without a foundation of capable followers, even the most well-intentioned leader can struggle to achieve organizational goals. The current emphasis on identifying and promoting individuals into leadership positions often overlooks the equally important aspect of developing individuals who can effectively support and challenge those in authority. This dual focus on both leadership and followership is essential for building high-performing teams and organizations.

Ultimately, the conversation around leadership needs to broaden to encompass the dynamics of the leader-follower relationship. Understanding why leadership emergence does not always equate to leadership effectiveness requires an examination of the followers' contributions. The high rates of employee dissatisfaction and turnover linked to management suggest that improving leadership requires a more nuanced approach that acknowledges the power and responsibility inherent in being a follower. By valuing and developing good followership, organizations can create environments where leaders are more effective and teams are more successful, thereby addressing the persistent gap between the leaders we have and the leaders we need.