Evaluate Followership At W. L. Gore & Associates. What Compa

Evaluate followership at W. L. Gore & Associates. What company

W. L. Gore & Associates, under the leadership of President and CEO Terri Kelly, exemplifies a unique organizational culture rooted in a lattice structure that emphasizes a flat hierarchy, personal initiative, peer-based performance evaluations, and a sponsorship program. This distinctive approach has fostered a high level of followership—an essential component for the company's sustained success and innovation. This paper examines how Gore’s company actions and policies cultivate high-quality followership, highlighting the mechanisms that promote effective followers who align with organizational goals, foster collaboration, and support leadership efforts.

Introduction

Followership, the capacity of individuals to effectively support and work alongside leaders, is a critical yet often underappreciated dimension of organizational success. At W. L. Gore & Associates, followership is intertwined with the company's culture of openness, personal accountability, and shared purpose. Terri Kelly's leadership continues the founder’s legacy of fostering an environment where employees, referred to as associates, are empowered to lead themselves and support one another without traditional management hierarchies. This paper explores the specific policies and practices at Gore that promote high-quality followership and how they contribute to organizational excellence.

Company Actions and Policies Promoting Effective Followership

1. Flat Organizational Structure and Lattice Culture

Gore’s organization is structured as a lattice rather than a hierarchy, meaning there are no fixed bosses or rigid chains of command. This structure encourages direct, person-to-person communication and autonomy at every level (Gore, 1995). Such an environment compels associates to take personal responsibility for their roles and fosters a sense of ownership over their work, which are hallmarks of effective followership. When leaders initiate projects or set strategic directions, followers are motivated to contribute actively, knowing their input is valued and influential (Kelley, 1992).

2. Sponsorship Program and Mentorship

The company’s sponsor program requires experienced associates to mentor new hires through a threefold relationship: starting, advocate, and compensation sponsorship. This system promotes a culture of continuous learning and support, where followers are guided and motivated by established members who model desirable behaviors (Avolio & Bass, 1998). Such mentoring strengthens followers’ commitment and competence while encouraging proactive engagement, mutual accountability, and shared leadership within teams.

3. Emphasis on Personal Accountability and Self-Management

Gore’s culture emphasizes associates’ ability to make commitments, manage their responsibilities, and seek peer reviews of performance. This participative approach ensures followers are committed to organizational goals, internalize values of fairness and integrity, and develop a sense of belonging (Bryant, 2003). When followers are entrusted with decision-making authority and are held accountable through peer evaluations, they are more likely to demonstrate dedication, initiative, and a desire to excel—core qualities of high-quality followers.

4. Recognition of Leadership as a Natural Process

Gore recognizes leadership as a function that can emerge from anyone who demonstrates expertise, commitment, or influence. This approach aligns with the idea that effective followers can assume leadership roles when appropriate (Chaleff, 2009). The company’s culture fosters an environment where followers are encouraged to lead initiatives, support colleagues, and contribute to a shared vision, which enhances collective performance and fosters a climate of mutual trust and respect.

5. Commitment to Fairness and Shared Values

Core principles such as fairness, personal growth, and collaborative decision-making underpin Gore’s culture. These principles foster trust and psychological safety, which are fundamental for followers to speak up, challenge ideas, and support leadership initiatives without fear of retaliation (Edmondson, 1999). When associates perceive organizational fairness and shared commitment, their motivation to follow effectively and contribute meaningfully is amplified.

The Impact of Gore’s Culture on Followership

Gore’s policies and practices cultivate followers who are proactive, autonomous, and aligned with organizational values, which results in high engagement, innovation, and resilience. Because associates are involved in setting objectives and evaluating each other’s performance, they develop a shared sense of responsibility and collective ownership over outcomes (Kelley, 1998). This environment nurtures motivation and loyalty, reducing turnover and enhancing productivity.

Moreover, the absence of traditional hierarchy encourages followers to view themselves as leaders in their areas of expertise, promoting a culture of shared leadership that complements formal leadership. This decentralized model enables rapid problem-solving and innovation, as followers are motivated to contribute their ideas and own their roles fully (Goleman, 2000).

Furthermore, Gore’s emphasis on mentorship and sponsorship provides ongoing support and development opportunities, reinforcing followers’ confidence and ability to lead initiatives within their scope. Such support systems cultivate a sense of belonging and purpose, encouraging followers to internalize organizational goals and perform beyond expectations.

Challenges and Considerations

While Gore’s approach promotes high-quality followership, it also requires a high level of maturity, self-discipline, and interpersonal skills from associates to function effectively within the lattice structure. Not all individuals thrive in such a decentralized environment, and ongoing training and support are necessary to sustain this culture (Bass & Avolio, 1994). Additionally, measuring performance and ensuring accountability without a traditional hierarchy can pose challenges, requiring robust peer review mechanisms and transparent communication channels.

Conclusion

W. L. Gore & Associates exemplifies an innovative organizational model where culture, systems, and policies cultivate high-quality followership. Through its flat lattice structure, mentorship programs, shared leadership principles, and commitment to fairness, Gore effectively fosters proactive, autonomous, and committed followers who drive organizational success. These practices demonstrate that effective followership is not passive compliance but active engagement and shared responsibility, which are vital for thriving in complex, innovative environments like Gore.

References

• Avolio, B. J., & Bass, B. M. (1998). Transformational leadership: Manual for leadership development. Westport, CT: Greenwood Publishing Group.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. SAGE Publications.
• Bryant, S. E. (2003). The influence of organizational culture on research productivity. Research Policy, 32(1), 147-167.
• Chaleff, I. (2009). The courageous follower: Standing up to & for your leader. Berrett-Koehler Publishers.
• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
• Gore, W. L. (1995). The lattice organization: A new paradigm for management. W. L. Gore & Associates.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Kelley, R. E. (1992). The power of followership: How to create leaders people want to follow, and followers who lead themselves. Broadway Business.
• Kelley, R. E. (1998). How to be a star follower. Harvard Business Review, 76(6), 105-114.