In formal organizations of several levels, the ability to follow (dynamic subordinancy) is one of the first requirements for good leadership. Being an effective follower is a testing ground for future leaders, a place where employees are closely observed to see if they exhibit potential for leadership (Newstrom, 2013). Thus, skillful performance in current roles unlocks the door to future leadership opportunities. Good followers, then, need to succeed at their own jobs while helping their managers succeed at theirs. With few exceptions, leaders in organizations are also followers, they always report to someone else. For instance, the president of a public firm or non profit organization reports to a board of directors or trustees. Thus, leaders must be able to wear many hats, relate effectively both upward and downward. Is important as it is for leaders to give something to their superiors and employees, they need validation from higher authority as much as they need support from followers (Newstrom. 2013).

Effective followers are highly participative, critical and independent thinkers. They aren’t just "yes men," and good leaders appreciate that because they are confident enough to hear opposing views that help them avoid pitfalls. When leaders are willing to follow others who are more qualified to lead particular tasks, the probability of the success of the greater objective is higher. Being a good leader is often about being able to be a good follower. It is about having the flexibility to step aside and let someone else take the reins when it benefits the team as a whole. Good followers continue to give advice even when this advice isn’t being followed. Following isn’t about submissively carrying out any task asked of you. Good followers are active individuals who contribute not only through their actions but through their