Transcendent Followership

David B. Zoogah

Chapter 5 in Strategic Followership, 2014, pp 127-154 from Palgrave Macmillan

Abstract: Abstract One perspective of followership is that followers should be viewed as equals in their relationship with leaders. They can behave badly or well in much the same way as leaders can behave badly or well. When leaders behave badly, good followers act to restore the relational network value (see Chapter 4). In this chapter, I focus on followers who act to advance the relational network value without depraved situational triggers. These followers are extraordinary in the sense that they demonstrate transcendent behaviors. Transcendent behaviors are not the same as exemplary behaviors; they are higher. A search on the Internet for transcendent behavior of employees did not show a single instance consistent with the definition in the literature. However, a search for exemplary behaviors showed several organizations, public and private, that reward employees for such behaviors. Table 5.1 shows those behavioral attributes.

Keywords: Transformational Leadership; Relational Network; Civic Virtue; Behavioral Integrity; Proactive Personality (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-35442-6_6

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DOI: 10.1057/9781137354426_6

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