{"id":35359,"date":"2026-06-30T11:40:06","date_gmt":"2026-06-30T10:40:06","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=35359"},"modified":"2026-06-30T11:45:17","modified_gmt":"2026-06-30T10:45:17","slug":"creating-conditions-not-compliance-followership-and-the-new-demands-of-national-team-leadership","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/creating-conditions-not-compliance-followership-and-the-new-demands-of-national-team-leadership\/","title":{"rendered":"Creating Conditions, Not Compliance: Followership and the New Demands of National Team Leadership"},"content":{"rendered":"\n\n
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\n 30 Jun 2026 <\/p>\n \t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/span>Articles<\/a>\n\n\t\t\t\t\t\t

Creating Conditions, Not Compliance: Followership and the New Demands of National Team Leadership<\/h1>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n \n\t\t\t<\/div>\n\t\t<\/div>\n\n\t<\/div>\n<\/div>\n
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In the final part of his miniseries, Basketball New Zealand GM Paul Downes what kind of leadership works when authority is limited and commitment is discretionary.<\/p>\n \n \n \n

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By Paul Downes PhD<\/h6>\n
The National teams of Basketball New Zealand (BBNZ) assemble periodically across a calendar year for qualification windows or pinnacle events as set out in the FIBA schedule.<\/h6>\n

In senior 5×5 teams, athletes are commonly not selected from within domestic systems given the time of year for FIBA competitions. Instead, they are selected whilst under contract within professional (and semi-professional) environments across various global leagues. Athletes for FIBA 5×5 age-grade tournaments (Under-15 to Under-19) are typically selected from performances across school, Association and National camp assembly periods.<\/p>\n

Supporting the selected athletes are coaches and management that also are operate in decentralised, time\u2011limited contexts. No role holders are employed full-time and, as such, are operating without the contractual levers that traditional high\u2011performance (HP) models assume. Across the 5×5 HP pathways, BBNZ runs six age\u2011group national teams (male and female), plus select teams that provide ‘best vs best’ exposure to support development (on and off court) and prepare for FIBA tournaments.<\/p>\n

Within this reality, management team members are asked to balance a number of competing demands. Examples include: short\u2011term competitiveness versus long\u2011term system sustainability, respect for professional autonomy versus national\u2011team standards, and redefining ‘success’ in an international sport increasingly dominated by wealthy, highly resourced nations. These challenges, among others, sit outside of being simply tactical or financial rather the most complex challenges that present are systemic and relational. Therefore, a crucial leadership question what presents itself to the BBNZ HP team is no longer whether leadership is required, but instead what kind of leadership actually works when authority is limited and commitment is discretionary.<\/p>\n

The purpose of this article is to apply the research pertaining to Leadership Climate and Followership to the context of the 5×5 National Teams of BBNZ and demonstrate the opportunities that the constraints presented offer HP leaders for generating elevated levels of engagement and commitment to the HP strategy.<\/p>\n

What is Leadership Climate and why does it matter?<\/strong><\/p>\n

The National teams of BBNZ can be considered to have compromised formal authority outside of assembled periods due the nature of management composition and contractual status. Without the ability for HP leaders to rely on extrinsic levers such as significant salaries, full-time contracts and formal hierarchies there could be supposed to be high risk regarding team culture and operational effectiveness. Powerful research from Goleman into Leadership Climate (1, 2) supports organisations such as BBNZ to succeed and maximise the opportunities that come from such constrained circumstances.<\/p>\n

Goleman (1, 2) describes Leadership Climate as the emotional tone of the working environment created by leaders\u2019 behaviours, which in turn shapes motivation, engagement, wellbeing, and performance outcomes. When HP leaders cannot rely on extrinsic motivation levers or formal hierarchy the notion of Leadership Climate becomes the primary lever for sustaining commitment and discretionary effort.<\/p>\n

Unpacking climate further<\/strong><\/p>\n

To make Leadership Climate assessable and actionable, JCA Global (3) developed the Leadership Climate Indicator (LCI) as a behavioural measure of how it feels to be led<\/em> within a given system. The LCI translates leadership behaviour into four distinct climate quadrants made up of twelve observable scales:<\/p>\n

<\/p>\n

Green climates:<\/strong> the Inspiring and Including quadrants represent green climates \u2013 <\/em>those that build clarity, trust, energy, and commitment through behaviours such as visioning, encouragement, collaboration, reliability, and appreciation.<\/p>\n

Red climates: <\/strong>by contrast, the Controlling and Withdrawing quadrants represent red climates<\/em> which, while sometimes effective in short\u2011term crises, erode trust and engagement when used habitually through behaviours such as micromanagement, aggression, avoidance, or rigidity.<\/p>\n

In decentralised, tour\u2011assembled environments like BBNZ\u2019s National teams, this framework provides a practical lens for understanding why some campaigns generate ownership, voice, and discretionary effort, while others default to compliance, silence, or disengagement under pressure. In these teams leadership climate can be considered to be the felt experience of being led by the HP team. This spans the experience one has at the recruitment stage, their subsequent onboarding, the connections leading into a camp\/tour, tours themselves and the review period after each assembly. They are the conditions created by leaders\u2019 behaviours during both stable and complex, high-pressure context and govern whether people think, speak up, and commit fully, or retreat into compliance and self\u2011protection.<\/p>\n

Defining and contextualising Followership<\/strong><\/p>\n

Contemporary leadership research is explicit that leadership is not delivered one way from leaders to followers but is instead co\u2011produced through the active judgement, engagement, and agency of followers within relational and contextual systems (4,\u202f 5, 6). Within this literature, ‘Followership’ is defined as the behaviours, decisions, and choices individuals make in how they support, challenge, and contribute to collective goals \u2013 not simply their positional role or willingness to comply. It is an active function requiring judgement, commitment, and moral courage.<\/p>\n

Kelley\u2019s foundational work (6, 7) was pivotal in reframing organisational performance as being driven disproportionately by effective followers. These being followers who think independently and engage actively rather than by compliance\u2011based execution alone. This reframing shifts attention away from what leaders do to<\/em> people, and toward the conditions leaders create with<\/em> others.<\/p>\n

\"\"

Figure 1. Kelley’s Followership Model (1988)<\/p><\/div>\n

Figure 1 and Table 1 provide a summary of the five types of followers and what these mean in the context of BBNZ\u2019s HP management teams. For Kelley, the ideal follower was a critical thinking contributor, termed the ‘exemplary follower’. Kelley argues that most leaders prefer ‘conformist followers’ because they are easy to control. ‘Alienated followers’ are critical but do not contribute; and ‘passive followers’ have little to no value other than bring present. A critical thinking follower who is alienated is far more likely to be a negative team member.<\/p>\n

\"\"

Table 1. A summary of Kelley’s five followership types<\/p><\/div>\n

A clear understanding of Followership theory and the interaction of critical thinking with active contribution is valuable for organisations like BBNZ, where management teams operate in periodic, decentralised, and contractor\u2011heavy environments. Once national teams assemble for FIBA events, organisational charts flatten quickly, formal authority as a national sporting organisation (NSO) reduces, and the HP system functions largely through trust, clarity, and discretionary effort. In these contexts, the quality of followership becomes visible in what people do when conditions are uncertain, pressured, or imperfectly resourced.<\/p>\n

In tour\u2011assembled environments, followership quality is a strong determinant of whether standards are sustained, problems are surfaced early, and judgement is exercised when it matters most. Kelley\u2019s insight remains deliberately uncomfortable. Leaders often gravitate toward conformists because they feel easier to manage, yet doing so suppresses the independent thinking and ownership that complex, time\u2011bound campaigns depend upon.<\/p>\n

How Leadership Climate and Followship exist across BBNZ\u2019s national teams<\/strong><\/p>\n

An example of system logic is provided in Figure 2.<\/p>\n

\"\"

Figure 2. A system logic view of BBNZ HP Strategy spanning the NSO\u2019s Strategic Statement of Intent (SSI) to HP Strategy (HP Plan 2028+) into HP Team Plan that support HP team member\u2019s individual plans that inform how HP constructs and operationalises Campaign Plans and Roles and Responsibilities across various National teams.<\/p><\/div>\n

In this example, clarity is treated as a primary leadership behaviour. Through making purpose, expectations, roles, and decision rights explicit HP leaders are able to reduce anxiety and guesswork in management teams and create the conditions for Inspiring and Including climates. These favourable climates elevate the quality of followership the HP system produces. Across the HP team\u2019s ways of working there is a deliberate emphasis on a clear, shared purpose, psychological safety, empowerment with accountability, and inclusion.<\/p>\n

These act as necessary prerequisites for ‘exemplary followership’ which are characterised by independent thinking and active engagement. Examples of how this is achieved are engaging in collaborative approaches to define ‘What It Takes To Win’ (WITTW), clarifying campaign roles early in a cycle, and making HP expectations visible through Team Charters to allow management and athletes to exercise judgement rather than wait for instruction. When management are recruited and onboarding takes place there is a priority to build early senses of belonging and clarify the conditions for constructive candour and continuous learning. With reference to Leadership Climate terminology, such conditions actively strengthen Visioning, Trusted, Collaborative, and Encouraging behaviours while reducing the likelihood that pressure induces Controlling or Withdrawing patterns.<\/p>\n

In the realities of global FIBA tournaments existing in dynamic, uncertain, complex conditions the benefits of positive team climates and exemplary followship are experienced. By making purpose, boundaries, and expectations explicit before and during campaigns, BBNZ increases the probability that touring parties will act as capable followers. Ones who can think ahead, raise issues early, hold standards without being policed, and sustaining discretionary effort under fatigue. The latter is imperative with international travel and compressed recovery windows between competition. In this sense, the HP frameworks developed and communicated are not just management tools, they are deliberate climate interventions that enables leadership and followership to be co\u2011produced in conditions where formal control is neither realistic nor effective.<\/p>\n

At age\u2011grade level, clarity is what allows people to coach and support with judgement rather than hesitation. When purpose, roles, and decision\u2011making boundaries are clear early in the cycle, staff don\u2019t wait for permission\u2014they act in the best interests of the athletes. That creates trust, encourages honest challenge, and allows learning to happen quickly. In high\u2011pressure tournaments, those conditions matter because we need people thinking and contributing together, not just executing instructions.<\/strong><\/p><\/blockquote>\n

Mel Bennett (Head Coach of U15-U17 Women and Assistant Coach of 2Degrees Tall Ferns)<\/pre>\n
From a medical and recovery perspective, clarity changes everything. When roles, decision rights, and expectations are explicit, I don\u2019t have to guess whether to escalate an issue or wait\u2014and neither do the players. It allows us to act early, manage load properly, and hold standards without friction. In the middle of a FIBA campaign, that clarity creates trust, reduces stress, and lets everyone contribute their judgement rather than just follow instructions.<\/strong><\/p><\/blockquote>\n
Mikayla Rosieur (2degrees Tall Ferns and U17 Men\u2019s Physiotherapist)<\/pre>\n
To help better illustrate the interactions of Leadership Climate, the types of climate conditions and Followership, Table 2 maps the JCA Climate Types to Followership Behaviours in the form of ‘touring realities’.<\/p>\n
\"\"
Table 2. The JCA Climate Types mapped to Followership Behaviours in the form of ‘touring realities’.<\/p><\/div>\n
Recently the BBNZ HP team has constructed Team Charters as an initiative to elevate leadership climate and followership by replacing hierarchy with shared clarity. These charters make purpose, expectations, and behavioural norms explicit so that independent thinking, early voice, and accountable contribution become safe and expected, even under pressure. Through the removal of ambiguity (the primary trigger for anxiety, silence, and defensive followership) the Charters serve to stabilise the emotional climate whilst actively strengthening Inspiring (Visioning, Stretching) and Including (Trusted, Collaborative, Appreciative) climates by ensuring people know what matters, how decisions will be made, and how they are expected to contribute.<\/p>\n
Concluding remarks<\/strong><\/p>\n
In decentralised, time\u2011limited national\u2011team environments, the decisive leadership task is not to demand compliance but to design the conditions for exemplary followership. That begins with making the why unmistakable for all parties. There needs to be a clear purpose, realistic success markers, and alignment surrounding how each role contributes. These conditions enable the setting of mutual expectations about standards, decision rights, and escalation pathways to hold teams steady under pressure. There is a requirement to create permission for feedback and insights by rewarding early problem\u2011raising, building trust through reliable follow\u2011through and predictable communication. HP leaders need to recognise the contributions that sustain standards, energy, and learning throughout campaigns. Create conditions, not compliance because international performance is built on the effort you cannot mandate.<\/p>\n
References<\/strong><\/p>\n
    \n
  1. Goleman, D. (2000). \u201cLeadership That Gets Results.\u201d Harvard Business Review<\/em>, March\u2013April.<\/li>\n
  2. Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, MA: Harvard Business School Press.<\/li>\n
  3. JCA Global. (2016). Leadership Climate Indicator (LCI): Survey Group Sample Report.<\/em> JCA Global Ltd. Available at: https:\/\/www.jcaglobal.com\/pdf\/sample\/JCA-LCI-Survey-Group-Sample-Report.pdf<\/a><\/li>\n
  4. Uhl\u2011Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing.<\/em> The Leadership Quarterly, 17(6), 654\u2013676.<\/li>\n
  5. Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. (2014). Followership theory: A review and research agenda.\u00a0The Leadership Quarterly, 25<\/em>(1), 83\u2013104.\u00a0https:\/\/doi.org\/10.1016\/j.leaqua.2013.11.007<\/a><\/li>\n
  6. Kelley, R. E. (1988). In praise of followers. Harvard Business Review, 66(6), 142\u2013148.<\/li>\n
  7. Kelley, R.\u202f (1992). The Power of Followership.<\/em> New York: Doubleday.<\/li>\n<\/ol>\n
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