The area of followership is a relatively new phenomenon that is still in its infancy stages; as a result, there is a lot to be explored in this area. Robert Kelley (1992), Ira Chaleff (2008) and Barbara Kellerman (2008) are three theorists who pioneered and expanded the field of followers and followership in organizational settings. Though widely overlooked and underappreciated, followers are more than docile sheep headed to slaughter (Kellerman. 2008). Followers play an essential role in the success of organizations. Understanding followership and having healthy perceptions of followers in an organizational setting contribute to the effectiveness and success of the organization. The leader- member dyad is affected on both ends of the spectrum by the perceptions of followers and by the level of understanding for the followership conceptualization in both the leader and member. Medcoff (2012) posits that the way leaders perceive characteristics and behaviors of followers can shape the way leaders behave towards followers and the way followers interact with leaders. Carsten, Uhl-Bien and Griggs (2016) suggest that congruence about followers’ role orientation has an effect on manager and subordinate outcomes and that congruence in role orientation between managers and subordinates leads to a higher quality LMX relationship, which in turn contributes to a higher level of trust, greater willingness to support each other and most importantly, reduced stress levels for both managers and subordinates. in their respective roles as they work to accomplish the mission of their organization. The research is a quantitative study that will target federal law enforcement officers as the participant group. The survey will be administered through SurveyMonkey and will measure whether congruence exists between supervisory and non-supervisory special agents’ responses as it relates to their perceptions of followers and their understanding of the followership concept. The research is important because the success of the survey and its results can be used as an instrument for organizations to determine if employee-manager issues can be attributed to potential incongruence between leaders and followers about followership.
|Advisor:||Wiley, Ruth D., Barnette, John E.|
|Commitee:||Kemp, Thomas D., Mancini, Dale|
|School:||University of Charleston - Beckley|
|Department:||Buisness and Leadership|
|School Location:||United States -- West Virginia|
|Source:||DAI-A 82/6(E), Dissertation Abstracts International|
|Subjects:||Business administration, Business education, Management, Organization Theory, Personality psychology, Labor relations|
|Keywords:||Followership, Supervisory law enforcement officers, Non-Supervisory law enforcement officers, Manager-subordinate relationship, Organization mission|
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