It is clear that without strong motivation, people cannot effectively operate the tasks. A number of studies have demonstrated the importance of intrinsic motivation for workers to commit to their jobs and in turn uplift the organizational development (Amabile, Conti, Coon, Lazenby, & Herron, 1996; Oldham & Cummings, 1996). Motivation is the driving force that pushes individuals toward excellence. Therefore, good followers should have higher motivation to perform the required tasks and to successfully get the job done while providing high quality work in order to meet or exceed the organization’s expectations.
Followership should be credited as leadership. As Rosenau (2004) pointed out, “leadership requires a voluntary followership” (p. 15). Therefore, more attention, recognition, and possible investment should be given to follower development either in an organizational or educational level (Dixon & Westbrook, 2003; Neal, 2010). Courageous followership should be embraced in our culture, especially in the milieu of a cult of leadership. Followership would then be viewed as a possible balanced power that neutralizes the consequences of toxic leadership in organizational life.
Throughout history, numerous events have portrayed how heroic followers overturn tyrants and how this honorable rebellion reflects the authentic voice of humanity. After all, an underlying truth is that leaders would be nonexistent without the support of their followers. To some extent, the relationship between leaders and followers resembles a miniature democracy. It is a leader’s responsibility to elicit candid feedback from followers; thus, any followers who are treated as mavericks or troublemakers should not be punished. Leaders should have a positive attitude toward these followers since they play an important function of speaking the truth. Together, as Maroosis (2008) noted, “leadership and followership is about doing the right things. They are about saying the right words and hearing them in the right ways” (p. 21).