Followership: Why Leadership Works
Abstract
Using the theory of followership developed by Robert Kelley, this case study will examine the role of the follower, the various types of followers present in organizations and their importance to the study of leadership. It will examine an alternative theory by lra Chaleff and discuss current literature on the follower-leader relationship. This case study will then examine the followership skills of Agnes Anderson (name changed), through analysis of her followership self-assessment and the followership assessments completed by leaders she has worked with in both professional and volunteer situations and conclude with general observations on the topic.
This paper has been withdrawn.