Diffusion of Followership

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Short Description

The U.S. presidential election and the UK’s EU membership referendum highlighted the need for greater understanding of why people follow others. Do followers go through an adoption process similar to how consumers adopt a new product? A new theory, the followership diffusion concept, based on the diffusion of innovation theory (Rogers, 1976), will be shared and debated.

Detailed Abstract

Given the unprecedented presidential election the United States just endured and the United Kingdom’s European Union membership referendum, and the subsequent protests and leadership changes that have taken place since these votes, gaining a greater understanding of how and why people follow others is becoming an ever increasing important topic in leadership studies. After decades of being overlooked, the study of followership is gaining traction. Researchers have looked at the proactive nature of the follower (Kelly, 1998); the support for the leader in conjunction with the follower’s willingness to challenge the leader (Chaleff, 1995); or the level of job satisfaction and desire to leave the organization (Adair, 2008). Although these concepts are helpful in categorizing followers or understanding why followers do what they do, using the Diffusion of Innovation theory (Rogers, 1976) and adapting it to a new theory of Followership Diffusion helps build on the level of knowledge already created. This theoretical concept will help determine what type of follower a person is or will likely become. Just like individuals may be in different innovation categories for different products, followers can be in different categories for different leaders as well and helps leaders understand the path individuals take to proceed from being non-followers to followers.

The theoretical Diffusion of Followership Theory looks to answer what path was taken or what factors caused the individual to become a follower. Diffusion of Innovation (Rogers, 1976) states that groups of people with similar attributes adapt new innovative products and services at different rates and for different reasons than other groups. Innovators, with a need to have the latest technology are the first to adopt a new product and as a result are willing to take a risk with new technology. Early Adopters, although wanting to obtain the new product quickly, prefer not to take the risk that the Innovators do and as a result wait to see if the product gains some traction before purchasing. Buyers known as the Early Majority, are in the first half of consumers to purchase the product, but wait until all the issues have been worked out and as a result are taking little risk in their purchase. The Late Majority purchase the product after the sales have peaked and leveled off or in decline, while the Laggards only purchase the product when no other choice is available.

Using basically the same group names, the Diffusion of Followership uses the product adaption concepts and gives greater meaning for understanding Followership. Followers adopt leaders in similar ways, based on the needs and personalities of the followers. Initiators (known as Innovators in the Diffusion of Innovation) are risk takers that jump on board with a new leader early despite the uncertainties and risk involved. In some scenarios they are the individuals that convince the individual to become the leader before he/she commits to taking a leadership position. Some individuals (Early Adopters) seem quick to adopt, but only after they see others have done the same. At the opposite side of the spectrum, some individuals adopt the new leader only after they have no other choice.

Similar to the rapid growth of research that was seen after Rogers (1976) introduction of new product adoption, research in the followership adoption is needed as well. First and foremost, the general confirmation of the proposed theory is needed to validate the ideas presented above. This research will help followers gain a greater understanding of the process an individual goes through to becoming a follower of a particular individual. It helps the leader determine and understand the steps that need to be progressed by the follower before the leader can expect to receive a complete, dedicated following by the follower.

Some breakthrough research that has help educate the field of innovation diffusion is based on why consumer resist the adoption of new products or services. Claudy, Garcia, and O’Driscoll (2015) identified a three issues that could prove valuable to the study of followership adaption as well. First, reasons for resisting new innovations are not the opposite of why people adapt innovations. Gaining a greater understanding of why people were early adopters to a leader is helpful, but will not necessarily help gain a better understanding of why the laggards have not yet adopted the leader. Research on both fronts will be needed. Second, the reasons for resistance to change needs to be understood and overcome before people will accept the change. Greater research as to why people are hesitant to accept particular leadership is needed to help gain a greater understanding in this regard. Lastly, with product change, the idea of uncertainty with how the product will perform causes some people to resist change. People understand what their existing product can do, which may not be true of a new innovative product. Grewal and Levy (2016) refer to this as performance risk. Conducting research on this concept of performance risk as it relates to leadership would be helpful in gaining a greater followership perspective on this topic.

The idea that followers go through an adoption process similar to how consumers adopt a new product has great potential to help both followers and leaders better understand why followers react the way they do when faced with the decision to follow a leader or not. The success of a newly elected leaders or adopted policies may hinge on the gaining understanding in this area.

Participant

• Donald R. Kudek, Wisconsin Lutheran College