People’s tendency to follow leaders is a “default” system of submissiveness.

Psychological processes, including conformity and obedience to authority, are reasons why people follow.

Deciding not to follow often involves calculation of costs and benefits for not following.

Since the dawn of human existence, there have been leaders and followers. There is voluminous research and writing about leaders and leadership. There is much less written about followers and following. We know why leaders lead—they get status and benefits, and they can move others toward goals (their personal goals or shared goals). But why do followers follow, and importantly, when do they choose to not follow established leaders?

This is the topic of leadership scholar Barbara Kellerman’s new book, Why We Follow Leaders, and Why We Don’t. The book is one of the most detailed analyses of followership and the reasons for following (or not following).

Why We Follow Leaders

Kellerman begins with the premise that humans, like so many species of social animals, are “programmed” to........

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