The Respiratory Therapist: A Study of Followership Within Critical Care Environments
Abstract
In recent years, the role of “followers” within organizations has become an important theme in theoretical, applied and empirical research within leadership/management studies (Kellerman, 2008; Kelley, 1988; Hughes, Ginnett, & Curphy, 2006). According to Barbara Kellerman, “Times are changing. Followers are becoming more influential and leaders less”, (Kellerman, 2008, p. 2). The primary focus on “the leader” has created a negative connotation in the meaning of being a “follower” and has lead to leader-centrism (Kellerman, 2007). Also, most of the leadership theories have a unidirectional perspective on how a leader should relate to a follower (Howell & Shamir, 2005). As Townsend & Gebhardt state, “Virtually no one leads all of the time. Leaders also function as followers; everyone spends a portion of their day following and another portion leading”, (1997, para. 2).
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