When to Lead and When to Follow
We tend to separate leaders and followers, but in reality, we play both roles — it’s knowing when and how. It’s not a choice between the two; it’s adapting to the moment. This might sound strange to those who glorify leadership while diminishing followership, but without followers, there are no leaders, and without leaders, followers have little direction. So, why do we insist on separating the two?
Traditionally, we picture leaders as standing on a mountaintop, directing the masses with authority. They’re seen as the big thinkers, the decision-makers, the ones “in charge.” Meanwhile, followers are often viewed as passive, merely taking instructions. This view is outdated. Leadership is influence, action, and responsibility; we all shift between roles depending on the situation. The person who leads in one context often becomes a follower in another. Can you think of recent examples in your life where you moved between these roles?
In a team, leadership often emerges based on strengths and expertise. A project manager might lead a team toward meeting a deadline, but a software engineer steps up when it’s time to solve a technical problem. Here, leadership becomes a shared responsibility, not an individual burden. Consider your work environment: where do your unique strengths make you a leader? And where do you follow others to achieve the best outcome?
Situational Leadership, developed by Paul Hersey and Ken Blanchard, emphasizes adapting one’s leadership style to the context. Sometimes, you must take the reins and direct; other times, everyone would benefit if you guided from the side or even stepped back entirely. Great leadership is reading the room, knowing what’s needed at the moment, and having the humility to act accordingly. Ask yourself, “How can I adjust my approach based on what’s needed, not just my title?”
We undervalue followership. Too often, we assume followers are less capable or less important than leaders. However, effective followership is as critical as effective leadership. Followers drive outcomes, hold leaders accountable, and bring ideas to life. They’re active participants who influence leaders to achieve shared goals. Think about the last project you worked on — how did the followers contribute to its success? A great follower has as much responsibility for success as a great leader.
Shifting between these roles is normal and necessary. You might lead as a parent but follow someone else’s direction at work. This adaptability isn’t a weakness; it’s a strength. Reflect on your transitions between leader and follower. Do you feel empowered in both roles?
Many managers feel pressure to lead their teams and follow directions from above. It’s uncomfortable because we’ve been taught that leaders are always in control. That’s a fallacy. Great leadership, like great followership, stems from understanding the situation, knowing your role, and performing it with integrity and purpose.
Action: Consider one area where you’re in a follower role. How can you contribute proactively, hold leaders accountable, and offer ideas? Or, if you’re leading, how can you encourage followers to take more ownership? Knowing when to lead and when to follow builds effectiveness, versatility, and impact in all areas of life.
Leadership isn’t standing on a pedestal. It’s responsibility, adaptability, knowing when to step forward or step back, and always showing up where you’re needed most. Ultimately, it’s not about power — it’s about purpose.
