Followers and the co-construction of leadership

Abstract

AIMS: This study aimed to (1) identify how leadership is perceived and experienced by community nurses, and (2) examine the interaction between recent policy and leadership development in community nursing in the United Kingdom (UK). BACKGROUND: Leadership is a 'hot topic' yet little is known about leadership in community nursing. Traditionally, the study of leadership is viewed from a leader-centric perspective in which the discussion of followership and its impact on leadership in theory and research is noticeable absent. METHODS: A qualitative study using individual interviews (n = 31) and three focus groups (n = 13) was conducted. RESULTS: 'Following' is a complex process with a socially co-constructed view of leaders undertaken in a variety of ways through 'doing following''standing by' or 'resisting following'. Followers do not necessarily fit into one category but may move between categories depending on the situation. Future research into leadership requires consideration of leadership and followership as interdependent concepts. CONCLUSIONS: Successful leadership is dependent on the actions of many within organizations. Followers play an active role in leadership. IMPLICATIONS FOR NURSING MANAGEMENT: Failure to consider differences amongst followers denies the impact followers have on the success (or failure) of the leadership process and ultimately on an organization's ability to achieve goals.