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Followers Theory of Leadership, Leader-Follower Theory Followers Theory of Leadership also known as acceptance theory of leadership. The followers must accept the decisions of their leader and leadership. With follower there is no place for leaders assert this theory.
In the modern era, followership research began with Mary Parker Follett (1868\u20131933) who believed that all individuals, regardless of their place in society, deserved respect. She wanted to give more power to individuals and ensure that individuals' voices were not only heard but were also integrated into solutions.
In sum, a positive connection between the leader and the follower is expected to improve positive attitudes of engagement, job satisfaction and affective organizational commitment, as reducing the friction in the leader\u2013follower relationship will increase their quality of life and positive perceptions at work.
In sum, a positive connection between the leader and the follower is expected to improve positive attitudes of engagement, job satisfaction and affective organizational commitment, as reducing the friction in the leader\u2013follower relationship will increase their quality of life and positive perceptions at work.
\u201c[Good followers] support and aid the leader when he or she is doing the right thing, and stand up to the leader\u2013having the courage to let the leader know when he or she is doing something wrong or headed in the wrong direction,\u201d says Ronald E.
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Healthy relationships encourage and inspire productive leader-follower experiences. Research indicates that the function of the leader's brain is essential to enhanced synergy and collaborative work between leaders-followers. This science of the brain leads to a broader foundation of relationship efficacy and results.
We propose that voluntary leader\u2013follower relationships \u2013 that is, interactions in which followers voluntarily follow, and leaders voluntarily lead, because they each perceive some positive incentive to do so \u2013 were adaptive in the past for both leaders and followers because they involved mutually beneficial exchange.
Businesses using the leader-follower management style in the workplace feature a central personality or corporate officer. This officer models the leadership traits the organization selects as exemplary and demonstrates habits and actions that workers serving in lower management positions should attempt to replicate.
Effective followers make productive leaders, and effective leaders build productive followers. A leader influences his team, just as a team creates influence on a leader.
In sum, a positive connection between the leader and the follower is expected to improve positive attitudes of engagement, job satisfaction and affective organizational commitment, as reducing the friction in the leader\u2013follower relationship will increase their quality of life and positive perceptions at work.

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