In keeping true to the goal of collecting (and synthesizing) resources pertaining to leadership—to help encourage, support and give a literary fist-bump to our new or returning town council members this fall—today’s review descends to another resonant heartbeat of leadership.
Instead of only being aware of what leaders can do for us, it is also promising to ask what we can do for entrusted leaders so they feel encouraged personally and valued by their town.
I often wonder what I (and we, as everyday residents of our town) can do to better encourage and support those entrusted with the well-being of our town—and, by extension, the well-being of our families.
In 2026, author Debra Dean published The Future of Followership: Unveiling the Power of Those That Lead from Behind. In her brilliant work, an often-overlooked dimension of effective leadership is exposed to the light of consideration, challenging orthodoxy and constructing encouragement.
Dean utilizes the term “follower” not simply as someone who obeys, but defines it as a person who participates in a leadership relationship by recognizing, responding to, or contributing to a shared purpose.
In this velvet fog of terminology, I can see hues of civic employees, administrations, and everyday citizens nestled within this concept.
Often, authors and theorists move towards a leader-centric focus and approach that imagines, “What can and should leaders do for us?”
Flipping the script beautifully, Dean asks, “What responsibilities do everyday citizens have for creating the conditions in which good people can lead well?”
Bringing theory into the heart of civic life, Dean departs from concepts directed towards leaders, such as:
“Listen to citizens.”
“Be transparent.”
“Communicate.”
“Accept criticism.”
“Build consensus.”
“Be accountable and transparent.”
“Don’t become defensive.”
Instead, Dean asks inverse questions directed towards citizens and supporters, such as:
“Do we, as citizens, listen to leaders?”
“Do we distinguish criticism from abuse?”
“Do we acknowledge competent leadership when we see it?”
“Do we give leaders permission to admit mistakes?”
“Do we reward or punish compromise?”
“Do we provide useful information rather than rumours?”
“Do we make public service psychologically unbearable and then wonder why capable people don’t put their names forward?”
If leadership is never outside of a relationship, do only leaders carry responsibilities towards others? Can (and should) support be redirected back to those who undertake responsibilities to support us?
It’s an important question.
Dean shares the following:
- Leadership and followership (as she uses the term) are interdependent, not islands unto themselves.
- Followers aren’t passive recipients of instructions. They influence organizational culture and decision-making and can impact whether a leader succeeds or fails.
- Followership can participate with leaders by being involved and informed in decision-making.
- Ethics must run both ways, as must contributions to the direction.
- Context matters: there is no one-size-fits-all approach to leadership support; it should reflect the structure, culture, and needs of all.
- Diversity and inclusion matter, especially in participation, dissent, voice, and ways of working together.
- Organizations should develop deliberately and on an ongoing basis.
- Rather than heroic, the future is relational.
Above all, Dean makes the point that followers (and, by the very virtue of these relationships, those who are impacted by leadership) aren’t merely beneficiaries of good leadership. They are partly responsible for making good leadership—and the success or failure of strides and projects—possible.
I strongly agree with Dean’s position.
One cannot be a leader without those whom one works for, with sincere submission to service.
At the end of the day (and even though our politics may be different), we are in relationship with each other, and part of a beautiful team called the Town of Fort Frances.
To our outgoing and incoming leadership with the town:
Thank you, Miigwech, and merci for all you have done and what you will do for us.
Please consider letting us, the residents of our town, know how we can support you all while you support us.
In the words of the late Paul Wellstone, “We all do better when we all do better.”
Kendall/Hunt, 550 pp., $66
