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Followership is the free will recognition of leadership in the commitment toward realization of the collectively adopted organization vision and culture. The purpose of this paper is to identify the relationship between project managers’ leadership and their followership. Most project managers are both leaders and followers at the same time, but research typically investigates only their leadership. This ignores followership as an important aspect in understanding and predicting behavior, and further in the selection of project managers.

The method used for this paper is the explanatory in nature and a deductive approach, within which the above research hypothesis is tested through quantitative techniques. Data are collected through a nation-wide survey in China. Data analysis was done through factor analysis, canonical correlation analysis and multiple regression analysis.

The results show that transformational leadership is positively correlated with transformational followership and transactional followership, and that transactional leadership is negatively correlated with transactional followership.

The paper supports a deeper investigation into leadership and followership theories. A model for both leadership and followership is developed. The findings from this paper will guide organizations to choose the project managers.

The originality lies in the new way to examine the relationship between leadership and followership. It is the first study on the relationship of project managers. Its value is new insights, which introduced a new perspective to understand leadership and followership.

Objective of the study is to determine the factors effecting successful women leadership and to draw a comparison between Thailand and Malaysia. Primary data were collected from both countries. Quantitative research approach was used in this study by using a cross-sectional research design. Population of the study was based on the textile companies of Thailand and Malaysia. Employees of textile companies were selected as the respondents. Partial Least Square (PLS) was used for data analysis. Results of the study found that learning autonomy, emotional intelligence, political differences and organization culture (OC) are the major factor which effect on successful women leadership in both countries. Moreover, in both countries, learning autonomy, emotional intelligence and OC have positive role in successful women leadership, however, political differences effect negatively on successful women leadership. Additionally, there is a difference between both countries, in case of moderating role of political differences and OC. In Thailand, OC has positive role to enhance women leadership through emotional intelligence. In case of Malaysia, political differences weaken the positive relationship between the emotional intelligence and successful women leadership.