This semester, me. Three-quarters of the way through this degree, juggling home, paid work and study, beginning a new large project and having the energy not just to manage it but lead the team, seems a weary step too far.
MBA courses are designed to, among other things, help create leaders - you don't sign up for an MBA to be a follower, right? But right now I'd like a lie down.
So my cheerful South American colleague put his hand up for our international assignment project and now he's in charge. I'm an eager and relieved follower.
What I should be, however, is an exemplary one. Studying leadership this semester isn't all transformational versus narcissistic leaders, trait theory and influence tactics. Followership is now accepted as a crucial role in organisational success - as important for corporates as the man (and occasional woman) in charge.
'Excellent followership', however, is more than just getting in behind a project, taking direction well, being a team player and delivering on expected outcomes; It is a much more active role. Without those who choose to follow, there can be no leader. In fact much of the literature believes that followers create their leader, that great followers create great leaders and, in turn, great organisations.