IntroductionOrder in society is established and sustained through effective group communication. The most essential is group communication since societies always have a leader-follower dimension within different contexts. Understanding this dimension is fundamental to unlocking cohesive coexistence in societies. Initially, research responded to the need for this understanding by focusing discussions on how people become effective leaders. Confucius, Plato, Lao Zi, and Aristotle all discussed the creation of a leader. However, recent evolutions in the thinking and perception of societies have prompted scholars to focus on the strategies and attitudes associated with leaders' followers (Kelley, 1992). Such studies are not only essential to aid followers in their development, but also to facilitate effective group communication. There can be no leaders without followers; therefore, leadership is in constant dialectic with followers. Among the most significant contributors on the flip side is Robert E. Kelley in his theory of followership. This article will carry out the exploration of Kelley's theory of followership including its description, rationale for exploring the theory regarding practical importance, theoretical importance, and intrinsic interest. . Literature that supports and challenges the theory, as well as criticisms of the theory, will also be explored. Criticisms will also be explored, highlighting evidence that supports or disapproves them. The origin of Kelley's followership theory can be traced back to religion. He reflected on how followers of Jesus Christ have changed the world and then thought about the fundamental issues that make following effective. Followership theory was first published in the Harvard Business Review… halfway through the article… it doesn't talk about different cognitive styles since there are numerous factors that determine what an individual decides in addition to their disposition. . For example, a worker may decide not to speak up, not because he's a sheep, but because he doesn't see the immediate priority in speaking out. References Kelly, R. E. (1988). Praise from followers. Harvard Business Review, 6, 142-148.Kelly, R. E. (1992). The power of followership: How to create leaders who people want to follow and followers who lead themselves. New York: Doubleday.Kelly, R. E. (1998). How to be a star at work: 9 game-changing strategies you need to succeed. New York: Crown Business.Robbins, S.P. (2005). Organizational behavior. Upper Saddle River, NJ: Pearson Prentice Hall Rogoff, B. (2003). The cultural nature of human development. NY: Oxford University Press.