Open figure viewer
Scholars frequently address the dyadic relationships between leaders and followers without observing the simultaneity of leadership and followership roles, particularly evident in middle managers. Their implicit and explicit challenges are the foci of this paper.
This content is only available via PDF.
Copyright © 2014, The Journal of Leadership Education
2014
The Journal of Leadership Education
This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/
