Over the past several weeks, I have explored followership through historical, cultural, and organizational perspectives. As I reflected on these ideas, I realized that some of the most meaningful lessons about followership did not come from academic literature. They emerged through years of working alongside volunteers, colleagues, and fellow civic leaders.
Recently, while discussing my conference paper on followership with my vice chair, I became aware of something that had long been part of my leadership style without my consciously recognizing it. I rarely refer to members of our organization as followers. Instead, I naturally call them colleagues or comrades. Those words are not chosen for political symbolism but because they reflect how I genuinely see the people around me—as partners sharing a common mission rather than individuals beneath me in a hierarchy.
More importantly, I realized that I have consistently encouraged not only my vice chair but also everyone who works closely with me to challenge me whenever they believe I have made a mistake. I have often told them that I expect them to correct me if they think I am wrong. I do not view constructive criticism as an act of disrespect. Rather, I see it as an expression of trust, responsibility, and commitment to our shared mission.
Many leaders say they welcome feedback. Yet, in reality, criticism is often discouraged by organizational hierarchy or by leaders' own defensiveness. Over time, people learn that silence is safer than honesty. The result is an environment where mistakes remain unchallenged until they become larger problems.
There is an important distinction between accepting criticism and inviting criticism. Accepting criticism is reactive; inviting criticism is proactive. When leaders intentionally encourage others to question their decisions and point out potential mistakes, they lower the psychological barriers that often prevent people from speaking honestly. In doing so, they create an environment where constructive feedback becomes a normal part of leadership rather than an uncomfortable exception.
My own philosophy has always been different. I have never believed that leadership requires appearing infallible. On the contrary, I believe acknowledging our limitations makes us better leaders. Constructive criticism helps reveal blind spots, improves decision-making, and prevents us from repeating the same mistakes. Every leader has limitations, and no one possesses perfect judgment.
One relationship in particular helped me recognize the value of this approach. Over many years of working together, my vice chair developed the confidence to question my decisions whenever she believed I was mistaken. Rather than weakening my authority, her willingness to speak honestly strengthened both my leadership and our organization. At the same time, her growing confidence and judgment prepared her to assume greater leadership responsibilities herself. Today, I regard her as an outstanding leader in her own right.
Looking back, I realize that our relationship did not fit the traditional image of leadership flowing in only one direction. Certainly, I mentored and encouraged her growth, but she also helped shape my own development through her honest feedback, thoughtful perspectives, and willingness to hold me accountable. We were not simply leader and follower. We became partners in one another's development.
This experience has led me to rethink empowerment itself. Leadership literature often emphasizes how leaders empower followers. While that is undoubtedly important, my experience suggests that empowerment can become reciprocal. When leaders intentionally create psychological safety, invite constructive criticism, and genuinely value the perspectives of others, followers become confident enough to contribute not only through their work but also through their courage to speak the truth. In turn, leaders become wiser because they are continually learning from those around them.
I often think of leadership as driving a vehicle. A driver cannot safely reach the destination by looking only through the windshield. Side mirrors and the rearview mirror provide perspectives the driver cannot see alone. Without them, blind spots become accidents waiting to happen. Likewise, leaders need people around them who are willing to point out blind spots, offer honest feedback, and warn of potential problems. Those additional perspectives help leaders make better decisions and guide the organization safely toward its shared destination.
Constructive followers are like the side mirrors and rearview mirror of a vehicle. They do not need to take over the steering wheel to influence how safely and wisely the organization moves forward. Their role is not to replace the leader, but to expand collective awareness by revealing what might otherwise remain hidden. Their observations can help leaders and colleagues avoid unnecessary mistakes while keeping the organization aligned with its shared destination.
Perhaps one of the highest expressions of leadership is not merely developing others, but creating an environment in which people can strengthen one another, including the leader.
As I continue my journey as both practitioner and scholar, I increasingly believe that leadership and followership should not be understood as opposing roles or fixed identities. They are complementary relationships built on trust, humility, accountability, and mutual respect. At their best, leaders help followers grow into leaders, while followers help leaders remain humble, self-aware, and continually improving.
Perhaps the future of leadership is not about choosing between leadership and followership, but about recognizing that the healthiest organizations cultivate relationships where people continuously learn from one another. In such environments, leadership is no longer a one-way exercise of influence. It becomes a shared process of reciprocal growth.
A wise leader never mistakes the steering wheel for complete vision. Just as a driver relies on side mirrors and the rearview mirror to navigate safely, leaders rely on trusted followers to reveal blind spots, avoid unnecessary mistakes, and help the entire organization reach its destination together.