Leadership starts with following Published Feb. 12, 2009 By Maj. Manuel Perez 30th Logistics Readiness Squadron commander VANDENBERG AIR FORCE BASE, Calif. -- Leaders of all backgrounds from Walter Chrysler, George Patton, John Rockefeller, Sir Richard Branson, Vince Lombardi, Ted Turner, Bill Gates to Andrew Carnegie have inspired those within and those outside their organization, team and company through leadership. These "blue chip" leaders are revered by many educators, authors and other notable leaders as being successful. The multitude of interviews, studies, written articles, commentaries and case studies about them perpetuates the notion of what quality leadership is. In each instance, it is these numerous leadership traits and stories of success that catch our attention. So why then during "The Year of Leadership" would we be concerned about "followership?" You're probably thinking, "Followers are just subordinates who have less power, authority and influence, right?" Wrong! Followership and leadership are based on a relationship between a superior and subordinate that requires a response to either follow or to lead. The exact instance when either the superior or subordinate is a follower or leader is actually not as clear as one may think. As members of the Air Force, military and civilian, we have spent a far greater amount of time as a follower than as a leader; however, this time spent as a follower is vital to the development of quality leaders within the Air Force. Without the time spent practicing true followership, where would the Air Force grow quality leaders? The notion that being a follower and practicing followership is for the weak, timid and passive is far from the truth, and this stereotype holds many great Airmen from reaching higher levels of leadership, responsibility and success. How we follow will mold how we lead at each respective level: personal, section, family, flight, organization, squadron, division, or business. Being the best follower possible allows us to grow as an individual and encourages the growth of our future leaders. Ideal followers are independent, self starters with a creative and innovative way of executing tasks, solving problems and attacking the mission of the Air Force. On the other hand, unacceptable followers tend to be passive in their approach to work, thus requiring constant supervision with a minimalistic approach and a tendency towards short cuts and dodging responsibility. So I ask you, what kind of follower are you? What kind of followership are you breeding? What kind of leadership are you growing? Without a doubt, how we follow determines the success of our organization and the mission. It's not purely leadership, but the followership response to leadership that makes the difference.