The case for transcendent followership

e Cunha, MP; Rego, A; Clegg, S; Neves, P

The case for transcendent followership

e Cunha, MP Rego, A Clegg, S

Neves, P

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Publication Type:: Journal Article
Citation:: Leadership, 2013, 9 (1), pp. 87 - 106
Issue Date:: 2013-02-01

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Field	Value	Language
dc.contributor.author	e Cunha, MP	en_US
dc.contributor.author	Rego, A	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Neves, P	en_US
dc.date.issued	2013-02-01	en_US
dc.identifier.citation	Leadership, 2013, 9 (1), pp. 87 - 106	en_US
dc.identifier.issn	1742-7150	en_US
dc.identifier.uri	http://hdl.handle.net/10453/27718
dc.description.abstract	Based on the model of transcendent leadership, we suggest that subordinates need to display competences that mirror those of their leaders and propose transcendent followership as a framework for the responsibilities of followers in contemporary organizational environments. A transcendent follower is someone who expresses competence in terms of their management of relations with self, others and organization. Competence in the domain of self refers to being self-aware and proactive in developing individual strengths. Competence in the domain of others refers to the processes of interpersonal impact, in relation to leaders and peers. Competence in the domain of organization refers to collective maintenance and change. The article offers an integrated view of the roles and responsibilities of followers in dynamic organizational environments, presenting them as fellows rather than subordinates. © The Author(s) 2013.	en_US
dc.relation.ispartof	Leadership	en_US
dc.relation.isbasedon	10.1177/1742715012447006	en_US
dc.subject.classification	Business & Management	en_US
dc.title	The case for transcendent followership	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	9	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	9	en_US

Abstract:

Based on the model of transcendent leadership, we suggest that subordinates need to display competences that mirror those of their leaders and propose transcendent followership as a framework for the responsibilities of followers in contemporary organizational environments. A transcendent follower is someone who expresses competence in terms of their management of relations with self, others and organization. Competence in the domain of self refers to being self-aware and proactive in developing individual strengths. Competence in the domain of others refers to the processes of interpersonal impact, in relation to leaders and peers. Competence in the domain of organization refers to collective maintenance and change. The article offers an integrated view of the roles and responsibilities of followers in dynamic organizational environments, presenting them as fellows rather than subordinates. © The Author(s) 2013.

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http://hdl.handle.net/10453/27718