Document Type


Publication Date

Fall 2011


Leadership has been studied by a myriad of scholars in the 20th and 21st centuries. One recent stream of research focuses on the followers of leaders. Today, followership is recognized as a construct that has value, and there is a broad call for additional research in this area (Gardner et al., 2005; Howell and Shamir, 2005.) In this study, the authors propose hypotheses that focus on followers and on their adoption of characteristics that are leader-like. The central thesis in this study is that followers have the ability to share roles with leaders. To test that thesis, a model is presented of specific leader and follower behaviors that (a) are thought to be related and overlapping, and (b) are relevant to role-sharing. Borrowing from prior work in which role sharing has been discussed, this study presents hypotheses and findings from analysis of field survey data collected from employees in healthcare organizations.


Acknowledgements: This research is supported in part by funds from the Morgan State University Office of Faculty Professional Development under a Title III Grant from the U.S. Department of Education. The authors would also like to acknowledge the helpful feedback of Bienvenido S. Cortes and two anonymous reviewers.

Citation/Publisher Attribution

Originally published:

Journal Of Managerial Issues,
Reposted with their permission.

Included in

Business Commons