Public Health Followership During Covid19: Are followers more dangerous than their leaders? Volume 5 - Issue 2

De Silva Prasanna*

• Department of Old Age Psychiatry, Cumbria, Northumberland, Tyne and Wear NHS Foundation Trust, Monkwearmouth Hospital, Newcastle Road, Sunderland SR1, UK

Received:May 11, 2021;   Published:May 19, 2021

Corresponding author:Department of Old Age Psychiatry, Monkwearmouth Hospital, Newcastle Road, Sunderland SR1, UK: [prasanna.desilva@cntw.nhs.uk]

DOI: 10.32474/SJPBS.2021.05.000209

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Abstract

The Covid19 pandemic has been a hybrid of 3 components, a highly contagious virus SARSCov2 [1], a culture of fear leading to risk aversion [2], and an escalating sovereign debt overhang [3] risking austerity and loss of ‘non-viable’ jobs. Currently a ‘second wave’ involving all three components is underway. Followership is a recent notion within the leadership genre [4], with recent literature emphasising the effect followers have on moderating behaviour of leaders, through a combination of stable and dynamic factors, in keeping with the social impact theory [5]. Followers are expected to cultivate aptitudes to function in a subordinate role, whilst assisting ‘the Leader’ in enacting his or her wishes. Historically followers were volunteers to a cause, for example ‘people of the way’ who followed the teachings of Jesus, accepting the task of persuading others towards ‘God’s kingdom on earth’ There was no expectation of monetary or social gain, but a real risk of martyrdom [6]. However, over the last century followership has become professionalised, for example in medicine [7], with followers seeking employment in public services, charities or academia; motivated by monetary and career ambitions including the prospect of civic honours. Despite senior followers often having specialist expertise, which leaders have to depend on, they can suffer reputational damage on being demoted or transferred from their post if found wanting. In return, it is [or at least was], expected for leaders to ‘carry the can’ when actions by followers caused unfortunate outcomes. Consequently, relationships between leaders and their followers can be tense or ambivalent [8].

Introduction| Known Knowns| Unknown Knowns [Pre-Covid19]| Known Unknowns [Post Covid First Wave]| Unknown Unknowns [Post ‘Second Wave’]| Conclusion| References|