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Followership are the actions of someone in a subordinate role. It may also be considered as particular services that can help the leader, a role within a hierarchical organization, a social construct that is integral to the leadership process, or the behaviors engaged in while interacting with leaders in an effort to meet organizational objectives. [1]
Here followers do not meet each other and the leader’s decision may or may not reflect his followers' influence. So, here followers' involvement is at the level of providing alternatives individually. Consultative Type 2 (CII) Leader shares problem to relevant followers as a group and seeks their ideas and suggestions and makes decision alone.
Turning subordinates into followers is a key success factor for organizations and employees will expect to be able to take more initiatives and show entrepreneurship. This fits well with the ideas from evolutionary leadership theory and this theory should have a role in future developments in the field of leadership.
Transformational leadership is a leadership style in which a leader's behaviors influence their followers, inspiring them to perform beyond their perceived capabilities. . This style of leadership encourages individuals to achieve unexpected or remarkable results by prioritizing their collective vision over their immediate self-inter
The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it ...
Followers are experts, in situations where followers have more knowledge than the group leader. Followers are trustworthy and experienced. Note that these conditions would intuitively mean that the group is already likely to be effective. This style should not be used when: The leader cannot or will not provide regular feedback to their ...
Situational Leadership Theory, now named the Situational Leadership Model, is a model created by Dr. Paul Hersey and Dr. Ken Blanchard, developed while working on the text book, Management of Organizational Behavior. [1] The theory was first introduced in 1969 as "Life Cycle Theory of Leadership". [2]
The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way relationship between leaders and followers. [1]The latest version (2016) of leader–member exchange theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal ...