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The case for transcendent followership

Lookup NU author(s): Professor Stewart Clegg


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Based on the model of transcendent leadership, we suggest that subordinates need to display competences that mirror those of their leaders and propose transcendent followership as a framework for the responsibilities of followers in contemporary organizational environments. A transcendent follower is someone who expresses competence in terms of their management of relations with self, others and organization. Competence in the domain of self refers to being self-aware and proactive in developing individual strengths. Competence in the domain of others refers to the processes of interpersonal impact, in relation to leaders and peers. Competence in the domain of organization refers to collective maintenance and change. The article offers an integrated view of the roles and responsibilities of followers in dynamic organizational environments, presenting them as fellows rather than subordinates.

Publication metadata

Author(s): Cunha MPe, Rego A, Clegg SR, Neves P

Publication type: Article

Publication status: Published

Journal: Leadership

Year: 2013

Volume: 9

Issue: 1

Pages: 87-106

Print publication date: 01/02/2013

ISSN (print): 1742-7150

ISSN (electronic): 1742-7169

Publisher: Sage Publications Ltd.


DOI: 10.1177/1742715012447006


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