Situational Followership: Incorporating Flexibility into Followership Typology - D. Alegbeleye As a way of addressing the rigidity inherent in followership typologies, this paper proposes a situational model of followership that describes how followers can adapt their followership style to both their leader and the situation. Five propositions were developed to explicate how four situational factors relate to the two major dimensions upon which most followership typologies are based: follower’s active engagement and follower’s constructive voice. The four situational factors explored in this paper include leaders’ inspirational behavior, leaders’ participative behavior, the psychological safety climate of the workplace, and followers’ psychological bravery. Moreover, a situational followership model was developed.
Developing Leadership and Followership Competencies: Analysis from a National Summer Camp Program - F. Kick This competency-based survey development research examines how interactive student leadership development programming at a U.S. summer camp can simultaneously develop leadership and followership competencies in secondary school students.
Followership and Authentic Leadership in Volunteer Organizations with a Paid Leader - J. Johnson This study explores the relationship between authentic leadership (AL) and followership in volunteer-based organizations led by a paid leader. Nonprofits, critical for addressing social issues, often rely on volunteers, which creates unique leadership challenges. Overemphasis on leader-centric models risks burnout and undermines organizational health. Authentic leaders, who demonstrate purpose, compassion, and relationship-building, positively influence followership and organizational effectiveness. Using a quantitative survey of 20 food pantry volunteers, the study revealed strong correlations between AL traits (compassion, relationship-building, passion) and increased follower engagement. While limited by sample size and nonparametric testing, findings affirm AL’s role in fostering volunteer commitment and suggest areas for further research.
Reimagining human function and management for human wholeness: The being-orientation model for the next-stage organizations - D. W. Ofumbi Followership and leadership are two sides of the same coin but for far too long we regarded followership as a subordinate rank, which is either nothing or a step toward leadership rather than a complementary role and discipline. The followership/leadership chasm stems from the human orientation of doing, which has dominated management theory since its inception. For us to restore the complementary relationship between followership and leadership in organizations, we must adopt the human orientation of being. So, this study introduces the human orientation of being to enhance human wholeness for human full life and work commitment in organizations.
