 Managerial ImplicationsDavid B. Zoogah Chapter 8 in Strategic Followership, 2014, pp 191-197 from Palgrave Macmillan Abstract: Abstract Throughout the book, I have discussed how scholars can study strategic followership. However, research insights must be used by practitioners. In management, there is a lament about the research-practice gap. One reason is the utility of research for practice. To bridge that gap, I focus on practitioners in this chapter by discussing how managers can benefit from strategic followership. I limit the discussion to mechanisms managers can establish to maximize the value of strategic followership. Strategic followership influences organizational processes, systems, and outcomes in much the same way that strategic leadership has done. Just as organizations have to establish mechanisms to exploit the value of strategic leadership, managers have to also do the same in the context of strategic followership. Strategic followership is capable of spiraling across levels and units if organizations enable or do not constrain it. Enabling behaviors are promotive in contrast to constraining behaviors, which are preventive. These mechanisms are summarized in table 8.1. Keywords: Managerial Implication; Restorative Behavior; Balance Mechanism; Multiplex System; Constructive Culture (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-35442-6_9 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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