Search results

Purpose - The purpose of this paper is twofold: first, to provide a compelling argument that followership has significant practical value in enhancing career and organizational value; and, second, to encourage dialogue about followership. Part 2 will extend current ideas about followership to provide a more comprehensive, holistic model. Part 3 will show how the model can be used as a training tool, in mentoring, for performance appraisals, and in designing HR solutions. Design/methodology/approach - The strengths and weaknesses of current theories are highlighted, motivating both the need for making followership more visible within an organization and the need for a more comprehensive model. Findings - Good followers report higher career satisfaction, get promoted more often, and add greater value to their organizations. Moreover, followship skills can be developed. Originality/value - Previous research has focused on followship as either a fixed set of behaviours or traits, or as something a leader has to learn to manage. This is the first paper to empower followers - everyone in an organization is a follower and followership skills can be learned. As such, the three articles are of particular interest to senior executives and HR departments.