Get Kelley's Followership Model

Chaleff (1995) defined a courageous follower in terms of five characteristics that such a person would possess. ing to Chaleff, a courageous follower would have the courage to (a) assume responsibility, (b) serve, (c) challenge, (d) participate in transformation, and (e) take moral action.

This questionnaire includes statements about the type of boss you prefer. Imagine yourself to be in a subordinate position of some kind and use your responses to indicate your preference for the way in which a leader might relate with you.

A follower is a person who makes a decision whether or not to collaborate with a leader in order to achieve an organizational purpose. Robert Kelley described followers as “thinking for themselves, giving constructive criticism, owning their own person, and being innovative and creative” (Kelley, 1992, p. 93).

Generally, followership behaviors include supporting leader decisions, solving problems for leaders, and upward influence behaviors, which ultimately contribute to the achievement of leaders' goals (Carsten et al., 2010; S.

Effective followers have the courage to accept responsibility, challenge authority, participate in change, serve the needs of the organization, and leave the organization when necessary.

Kelley (1992) posited that there are five followership styles. These include exemplary, conformist, passive, alienated and pragmatist styles (Kelley, 1992).

Kelley (1992) posited that there are five followership styles. These include exemplary, conformist, passive, alienated and pragmatist styles (Kelley, 1992). These followership styles are based on a combination of two different followership dimensions: engagement and critical thinking (Kelley, 1992).

Kelley defined five types of followers: Passive, Exemplary, Alienated, Conformist, and Pragmatist. By utilizing these dimensions, Kelley's purpose included helping organizations promote and develop exemplary followers, who add value to the organization.