Followers: The Rest of the Leadership Process

2008-01-0549

04/14/2008

Event
SAE World Congress & Exhibition
Authors Abstract
Content
For every leader there are many non-leaders-followers-who benefit the organization's competitive position. While leaders seem to dominate management research, management thinking, and management practice, in reality, followers permeate all organizations and make them effective. While the many are ignored, the few receive attention. Chaleff has developed a model describing key behaviors of effective followers in an organizational setting. This paper describes refinement of a survey instrument developed to assess Chaleff's model as a measuring tool for the follower behaviors within organizations. The results indicate that the instrument, The Follower Profile, is robust across populations in discriminating follower behaviors. The paper also recommends some innovative leadership development implications and concludes by introducing a new paradigm for thinking about the leadership process.
Meta TagsDetails
DOI
https://doi.org/10.4271/2008-01-0549
Pages
9
Citation
Dixon, G., "Followers: The Rest of the Leadership Process," SAE Int. J. Mater. Manf. 1(1):255-263, 2009, https://doi.org/10.4271/2008-01-0549.
Additional Details
Publisher
Published
Apr 14, 2008
Product Code
2008-01-0549
Content Type
Journal Article
Language
English