Annotated Bibliography On Followership

Annotated Bibliography

Bjugstad, K., Thach, E.C., Thompson, K.J., & Morris, A. (2006). A fresh look at followership: A model for matching followership and leading styles. Journal of Behavioral & Applied Management, 7(3), 304-319.

This article begins by pointing out how followership is understudied and how even in the 1930’s the Mother of Management felt this to be true. Leadership and followership are intertwined, but the difference in books on the subjects is about 120:1. The results may be because followership is thought of as a negative and demeaning term. Research focuses on what causes a leader’s success because the common view is that it will lead to the organization’s success as well. Followers are vital for leaders and organizations

A study of follower-leader relationships shows that followers respond differently to some of the same leader behaviors and that they are drawn to leaders with values similar to their own. Trust is also a significant factor in the relationship. Studies show that high levels of trust result in higher return to shareholders, which is another reason that followership deserves more attention and understanding. To understand followership better, one must understand what makes a follower effective versus ineffective. Effective followers are able to manage themselves, commit to the organization or purpose, build their competence, and are honest and courageous. A follower role is sometimes played by a leader while followers might take on leadership functions too, another reason to give more focus to what followership means. Both roles depend on each other, but little time and money is spent on developing followers compared to leaders. In the end, when organizations should have the goal of developing effective followers and to generate the best environment for their success. When an organization has strong relationships with its followers they will, in turn, receive high levels of commitment resulting in a unified culture. Positivity begets

Whether a follower is strong or weak, as long as he or she works a leader or organization will complete their tasks at hand. Effective followers support ethical leaders and oppose those who are unethical. They also make informed decisions and act on them. Contrastingly, ineffective followers will not actively contribute to the team and may support unethical leaders. Followers are all different and should be treated accordingly because they do have power and authority. The final reason Kellerman gives to increase research on followership is because they are inseparable and one cannot exist without the