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Followership effectiveness: an extension of Fiedler's contingency model

Richard L. Miller (University of Nebraska at Kearney, Kearney, Nebraska, USA)
Jeanne Butler (Western Governors University, Kearney, Nebraska, USA)
Charles J. Cosentino (US Army Research Institute for the Behavioral and Social Sciences, Alexandria, Virginia, USA)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 1 June 2004

Abstract

As a means of extending Fiedler's contingency model of leadership effectiveness to followership behavior, this study examined the relationship between followers' motivational disposition as measured by the least preferred co‐worker scale, modified to refer to leaders (LPL), situational favorability as reflected in leader‐member relations and follower experience, and followers' performance as measured by US Army enlisted efficiency report (EER). Participants were male, junior enlisted personnel serving with the US Army, Europe. The results indicated that in accordance with Fiedler, relations‐oriented followers performed better in moderately favorable situations while task oriented followers performed better in highly unfavorable situations. In contrast to Fiedler, relations‐oriented followers performed better in highly favorable conditions.

Keywords

Citation

Miller, R.L., Butler, J. and Cosentino, C.J. (2004), "Followership effectiveness: an extension of Fiedler's contingency model", Leadership & Organization Development Journal, Vol. 25 No. 4, pp. 362-368. https://doi.org/10.1108/01437730410538680

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited