Followership Questionnaire Instructions: Think of a specific leader-follower situation where you were in the role of follower. For each statement, please use the scale below to indicate the extent to which the statement describes you and your behavior in this situation. Key: W A U N Rarely Occasionally Almost Always 1. Does your work help you fulfill some societal goal or personal 0 1 2 3 4 5 dream that is important to you? 2. Are your personal work goals aligned with the organization's 0 1 2 3 4 priority goals? 3. Are you highly committed to and energized by your work and 0 1 2 3 4 5 6 organization, giving them your best ideas and performance? 4. Does your enthusiasm also spread to and energize your 1 2 3 4 5 6 coworkers? Instead of waiting for or merely accepting what the leader tells 5. you, do you personally identify which organizational activities 0 1 2 3 4 5 6 are most critical for achieving the organization's priority goals? Do you actively develop a distinctive competence in those 6. critical activities so that you become more valuable to the 0 1 2 3 4 5 6 leader and the organization? When starting a new job or assignment, do you promptly 7. build a record of successes in tasks that are important to the 0 1 2 3 4 5 6 leader? Can the leader give you a difficult assignment without the 8. benefit of much supervision, knowing that you will meet your 0 1 2 3 4 5 6 deadline with highest-quality work and that you will "fill in the cracks" if need be? 9. Do you take the initiative to seek out and successfully 0 1 2 3 4 5 6 complete assignments that go above and beyond your job? 10. When you are not the leader of a group project, do you still 0 1 2 3 4 5 6 contribute at a high level, often doing more than your share?Do you independently think up and champion new ideas that 11. will contribute significantly to the leader's or the 1 2 organization's goals? 12. Do you try to solve the tough problems (technical or 1 2 3 4 5 6 organizational), rather than look to the leader to do it for you? 13. Do you help out other coworkers, making them look good, 0 1 2 3 4 5 even when you don't get any credit? Do you help the leader or group see both the upside potential 14. and downside risks of ideas or plans, playing the devil's 0 1 2 3 4 5 6 advocate if need be? 15. Do you understand the leader's needs, goals, and constraints, 1 2 3 4 5 6 and work hard to help meet them? 16. Do you actively and honestly own up to your strengths and 1 2 3 4 5 6 weaknesses rather than put off evaluation? 17. Do you make a habit of internally questioning the wisdom of 0 1 2 3 4 5 6 the leader's decision rather than just doing what you are told? When the leader asks you to do something that runs contrary 18. to your professional or personal preferences, do you say "no" 0 1 2 3 4 5 6 rather than "yes"? 19. Do you act on your own ethical standards rather than the 1 2 3 4 leader's or the group's standards? Do you assert your views on important issues, even though it 20. might mean conflict with your group or reprisals from the 0 1 2 3 4 5 6 leader? Source: Excerpts from The Power of Followership by Robert E. Kelly, copyright @ 1992 by Consultants to Executives and Organizations, Led. Used by permission of Doubleday, an imprint of the Knopf Doubleday Publishing Group, a division of Penguin Random House LLC. All rights reserved