What behaviour is induced in leaders/managers when subordinates are unco‐operative? In this Nigerian study 25 managers were divided into three groups, each with a leader appointed from the members – who were then secretly briefed to be troublesome. Leaders exhibited the behaviours of coercive autocracy, dependence, flight/fight, pairing, passivity/laissez‐faire, confusion and anomie. In assessing a leader′s performance, the impact of the followers on the leader deserves attention.
Mmobuosi, I.B. (1991), "Followership Behaviour: A Neglected Aspect of Leadership Studies", Leadership & Organization Development Journal, Vol. 12 No. 7, pp. 11-16. https://doi.org/10.1108/EUM0000000001166
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