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The romance of the follower: part 1

机译：追随者的浪漫：第1部分

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Purpose - The purpose of this paper is twofold: first, to provide a compelling argument that followership has significant practical value in enhancing career and organizational value; and, second, to encourage dialogue about followership. Part 2 will extend current ideas about followership to provide a more comprehensive, holistic model. Part 3 will show how the model can be used as a training tool, in mentoring, for performance appraisals, and in designing HR solutions.rnDesign/methodology/approach - The strengths and weaknesses of current theories are highlighted, motivating both the need for making followership more visible within an organization and the need for a more comprehensive model.rnFindings - Good followers report higher career satisfaction, get promoted more often, and add greater value to their organizations. Moreover, followship skills can be developed.rnOriginality/value - Previous research has focused on followship as either a fixed set of behaviours or traits, or as something a leader has to learn to manage. This is the first paper to empower followers -everyone in an organization is a follower and followership skills can be learned. As such, the three articles are of particular interest to senior executives and HR departments.
机译：目的-本文的目的是双重的：首先，提出一个令人信服的论点，即追随者对提高职业和组织价值具有重要的实践价值；第二，鼓励有关追随者的对话。第2部分将扩展有关追随者的当前思想，以提供一个更全面，整体的模型。第3部分将展示如何将该模型用作培训工具，指导，绩效评估以及设计HR解决方案。rn设计/方法/方法-强调了当前理论的优缺点，同时激发了进行理论研究的必要性追随者在组织中更明显，并且需要更全面的模型。rn发现-良好的追随者报告出更高的职业满意度，得到更多晋升，并为组织带来更大的价值。此外，还可以开发跟进技能。■原创性/价值-先前的研究集中于跟进，既可以作为一套固定的行为或特质，也可以作为领导者必须学习的东西。这是第一份赋予追随者权力的论文-组织中的每个人都是追随者，可以学习追随者技能。因此，高管和人事部门特别关注这三篇文章。

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