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The romance of the follower: part 2

机译：追随者的浪漫：第2部分

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Purpose - The purpose of this paper is to progress beyond Part 1, in which the research on followershiprnwas surveyed, showing it has significant practical importance in enhancing career and organizationalrnvalue. Part 2 aims to present a comprehensive framework to understand followership and clarify howrnand where followership is different (and the same) as leadership. It seeks to show how previous researchrnfits into this new framework, as well as highlighting gaps and opportunities. Part 3 aims to presentrnexamples of how this model can used as a training tool, in mentoring, for performance appraisals, andrnfor designing HR solutions.rnDesign/methodology/approach - The paper presents a new framework for followership, articulates itsrnfeatures, and puts it into the context of previous ideas about followership.rnFindings - There are real and important differences between leadership and followership. Somernattributes and characteristics are unique to good followers while others, such as intelligence arerngenerally applicable to all employees. Finally, followership can be understood as two separaterncompetencies: leader support and personal manageability, which refer to situation-specific and genericrnfollowership behaviours respectively.rnPractical implications - The three articles are of particular interest to senior executives and HRrndepartments.rnOriginality/value - This paper presents a new way of understanding followership, and of putting it into rnperspective with leadership. As such, the three articles are of particular interest to senior executives andrnHR departments.
机译：目的-本文的目的是超越第1部分的范围，在第1部分中，对追随者身份的研究进行了调查，表明其对提高职业和组织价值具有重要的现实意义。第2部分旨在提供一个全面的框架，以了解追随者，并阐明追随者与领导者不同（和相同）的方式和位置。它试图显示以前的研究如何适应这个新框架，并强调差距和机遇。第3部分旨在举例说明如何将此模型用作培训工具，进行指导，绩效评估以及设计HR解决方案。设计/方法论/方法-本文提出了一个新的跟随者框架，阐明了它的功能并将其纳入发现-领导与追随者之间存在真正而重要的区别。一些人的特质和特征是好的追随者所独有的，而其他一些人，例如智力，通常适用于所有员工。最后，追随者可以理解为两个独立的能力：领导者支持和个人可管理性，分别指的是针对具体情况和一般的跟从行为。rn实践意义-这三篇文章特别受高级管理人员和HRrn部门的关注。rn原始性/价值-本文介绍一种了解追随者的新方法，并将其纳入领导层的视野。因此，这三篇文章特别受高级主管和人力资源部门的关注。

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