Abstract
Over the past decade attention has been focused on the role of followership as part of the leadership process. Conceptualizations and definitions of what followership is and how it is demonstrated in the workplace have evolved over time: from follower as a passive recipient of leadership, to follower as an active participant, to followership as a form of shared leadership, then moving beyond the concepts of leadership and followership to gain a shared understanding of the process of how people organize work together. This chapter provides a review of the followership literature, in the context of both constructive and destructive leadership. Key followership theories and frameworks are reviewed, practical implications discussed, and directions for future research offered.
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Webster, V. (2022). Beyond the Leadership/Followership Dichotomy. In: Brough, P., Gardiner, E., Daniels, K. (eds) Handbook on Management and Employment Practices. Handbook Series in Occupational Health Sciences, vol 3. Springer, Cham. https://doi.org/10.1007/978-3-030-29010-8_5
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