Management: Complementing Traditional Leadership
DOI:
https://doi.org/10.5860/rusq.54n2.15Abstract
Webster defines a follower as "someone who does what other people say to do." In other words, followers take their cues from others—their leaders. But in recent years, management literature has explored the concept that excellent followers play a key role in successful operations by bringing their own, unique strengths to the organizational mix—ones that, in effect, complement and enhance conventional leadership. In this column, Jane Currie examines several attributes of effective followers and suggests that the relationship between leadership and followership in libraries is not that cut and dried. Currie not only acknowledges the value of followership, but also recommends strategies to traditional leaders for developing and expanding the ranks of their excellent followers.—Editor
References
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Kelley, Robert E. The Power of Followership: How to Create Leaders People Want to Follow and Followers Who Lead Themselves. New York: Doubleday, 1992.
———. "In Praise Of Followers." Harvard Business Review 66, no. 6 (November 1988): 142–48.
