Followers are important to the organization’s success but seldom viewed as responsible for the organization’s outcomes. In the leadership literature, the leader is the driver of organizational performance and often gets the credit for its success and blamed for its failures. The same view is held in military cultures where everything rises and falls on leadership. Since followership is an emerging area of study, a quantitative correlational design was used to examine the relationship between the leaders’ leadership style (transformational and transactional) and the followers’ courageous followership behavior from the followers’ perspective. The followers in this study were United States Air Force senior noncommissioned officers (SNCOs; pay grades E7- E8). The theoretical framework for this study was the Courageous Followership Model. Data from a random sample of 83 respondents was collected through use of the 20-item Followership Profile (TFP) and the Multifactor Leadership Questionnaire (MLQ) Short Form 5X. The TFP measured the courageous followership behaviors and the MLQ measured the transformational and transactional leadership behaviors. Correlation analysis was used to examine the data. The findings revealed that there was significant positive correlation between the leaders’ leadership style (transformational and transactional) and the followers’ courageous followership behavior at the 0.05 level of significance.
|Subjects||Management; Military studies|
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