The strengths and capacities of Authentic Followership

What is it about?

In 2014, I created and published a new model of followership known as authentic followership, AF. This new model depicts AF as a non-linear feedback loop comprised of three components: leaders, followers and positive organisational culture. Traditional leadership models depict leadership as a linear command and control process, whereby power and decision-making authority resides with leaders who use charisma, charm, persuasion, or coercion to issue directions for passive followers to enact. This traditional view of leadership has past its use by date. To create highly productive, innovative competitive firms, leaders need to work with followers designing and executing decisions, this process is enabled and sustained by a strong positive organisational culture. This new paper is the next step in the AF project. This work presents three propositions which explain how the three components of AF interact.

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Why is it important?

As Kurt Lewin famously said, there is nothing so practical as a good theory.... AF fits this bill. This paper argues that the three components of the AF interact in a positive way strengthening and reinforcing each process: improving leader's effectiveness, strengthening followers capacities, sustaining and enhancing vibrant, dynamic and innovative firms. Who should read this paper? Empirical researchers looking for a new model to test - is this model valid and reliable across a range of industries, countries and with leaders and followers of different age, gender and employment tenure? Do leaders need to be authentic leaders for AF to work effectively. Contact me if you would like further ideas on testing the AF construct. Leaders and managers: looking for suggestions on how to make their firms more profitable, productive and innovative. Contact me for further ideas about how to apply AF.