Knowing When to Lead and When to Follow 

 

Many leaders in higher ed operate in the middle—in positions where they lead in some work and follow in other work. But both leadership and followership are great skills to build.  

Leadership is about taking responsibility for outcomes, setting direction, and creating conditions for others to succeed. It’s not just about formal authority—it’s about stepping forward when clarity, decision-making, or accountability is needed. Leaders identify what needs to happen, communicate vision, and take ownership of results. 
 
Followership is the active choice to support someone else’s leadership while contributing your expertise and perspective. Great followers aren’t passive. They’re engaged contributors who know when to step back and let others lead while still offering their skills and insights. They provide honest feedback, execute with excellence, and help the leader to succeed. 
 
The most effective teams have people who can fluidly move between both roles depending on the situation. You might lead the strategic planning meeting, for example, but follow when your team member with technical expertise guides the implementation discussion. 

When to Lead vs. When to Follow 

Leading is about creating the conditions for others to contribute, being unapologetic about setting the direction, and stepping up to model the way for others.  

Following is about taking ownership over someone else’s priorities and making them happen. You might jump in to participate instead of waiting to see what unfolds. You should have the leader’s back and stand up for their ideas. Note that following is active, not passive!  
 

Support through following: Ask, “How can I be most helpful?” rather than assuming that you already know. Sometimes it’s about removing obstacles, and sometimes it’s about amplifying their work to others.  

For the rest of the week, we’ll focus on a couple of techniques to build your skills as a follower and not just a leader. 

Get Feedback on Your Followership

Getting honest feedback about your leadership and followership requires creating psychological safety and asking specific, actionable questions. 

If you feel comfortable, start bringing up followership in your one-on-one conversations:  

Ask specific questions like: “When I step in to help on projects, does it feel supportive or does it sometimes take away your opportunity to lead?” This gets at the heart of your leadership vs. followership balance. 
 
Try asking: “How can I be more supportive as your supervisor?” This question, drawn from our leadership research, is powerful because it communicates your commitment to their success and invites them to be honest about what they need. 

You can also brainstorm ways to ask for feedback on your followership with Sophia, the AI leadership coach found in My Path. Just enter the following prompt: I want to get feedback on my ability to be a follower and not just a leader. What are some things I could ask my colleagues to get this feedback?  

Learn more about supervising effectively with our supervision programs: the Supervision Certificate and the Advanced Supervision Certificate. Both have cohorts starting soon!