This article considers the relational aspects of leadership and followership in two case studies conducted for a doctoral thesis, in a state primary school and an Anglican benefice.Using a naturalistic paradigm and an ethnographic approach, triangulated qualitative data were gathered and analysedusing Glaser and Strauss’s Grounded Theory method. This showed the importance of relationships in leader–follower interactions. Role-related characteristics of leaders gave them an overview that followers, who formed fragmented groups with their own definitions of ‘them’ and ‘us’, lacked. A concept called ‘relational purpose’, which varies with position and circumstance, is proposed to explain the reactions of different individuals and groups to each other, and the role ofleaders as ‘ relational managers’ is explored. Given the importance of relationships in leadership, consequences for the selection and training of leaders are noted.
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