Internal role conflict within individuals playing both leadership and followership roles.
Date
2014-08-06
Authors
Riley, Christopher E
Journal Title
Journal ISSN
Volume Title
Publisher
Abstract
Johannesburg, 27 November 2008
ii
ABSTRACT
Modern management theory focuses on leaders and leadership. It is almost
impossible to attend an executive program presented by any major business
school without there being some form of leadership training. As organisations
become leaner and structures flatter, managers are increasingly expected to
perform both leadership and followership roles interchangeably.
This paper has investigated internal role conflict brought about by managers
having to play both leadership and followership roles within the same
organisation. The associated role conflict experienced by individuals playing
both leadership and followership roles was also investigated.
In order to ensure a sound understanding of the subject matter, all participants
were issued with a short essay on followership. Data was collected from
participants in two parts, namely a questionnaire and an interview. A two part
questionnaire with a five point Likert scale was used to gather demographic
data and responses to particular statements. Secondly, a structured interview
was conducted with participants in order to delve deeper into individual views
and experiences.
It was found that all employees play both leadership and followership roles
depending on the situation. Internal role conflict does occur as everybody has a
choice as to whether to play either a leadership or followership position. If not
managed, the internal role conflict brought about by role ambiguity will lead to
increased levels of stress and poor or delayed decision making. Ultimately, this
may lead to poor individual performance or at worst, organisational failure.
Followership remains a poorly researched subject and is seen as a necessary
evil within organisations. The reality is followership is as important leadership
and should be taught as leadership is taught. Organisations who do not invest
in followership and leaders who are not able to follow will struggle to reach their
full potential.
Description
MBA 2008
Keywords
Leadership, Management -- Psychological aspects.