Followers revealed

被引：12

作者：

Dixon, Gene ^{[1
]}

Westbrook, Jerry ^{[2
]}

机构：

[1] WSRC, PO Box A, Bldg. 742-8G, Aiken, SC 29808, United States

[2] University of Alabama, Huntsville, AL, United States

来源：

EMJ - Engineering Management Journal | 2003年 / 15卷 / 01期

关键词：

Industrial engineering - Managers - Public policy - Societies and institutions - Strategic planning;

D O I：

暂无

中图分类号：

学科分类号：

摘要：

Every organization needs followers, although little attendon, recognition, or investment is given to followers or follower development. Using Chaleff's theory of courageous followership (Chaleff, 1995), 299 participants from 17 organizations provided self-evaluations of five behaviors identifying courageous followers. When analyzed, responses demonstrated significant differences in self-attribution of followership as a function of organizational level. Attributions of courageous followership correlate with organizational level for four of the behaviors. Results indicate that followership is evident in the organizations studied. So why isn't more effort directed at developing followership? This article concludes by introducing strategies for engineering managers to improve followership in their organizations.

引用

页码：19 / 25