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Abstract:
This article contributes to organizational efficacy by exploring the role of followers as part of the leadership development process. The idea of leaders in organizations has been discussed and cussed ad infinitum by practitioners, researchers, and observers. With a growing recognition of organizational followers as a backdrop, this article reports on basic research comparing attributes of leaders and followers and seeks to provide recommendations for enhancing the leadership development process in engineering organizations. Using theories proffered by Sashkin (Visionary Leadership) and Chaleff (Courageous Followers) as an experimental framework, data was collected from technology workers (N = 111) and analyzed to ascertain the nature of leader-follower correlations in an effort to further explore intrapersonal leader-follower relations and exchange. The analysis indicates the concepts are correlated. Based on the correlation, recommendations are provided for the leadership development process.
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