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Managerial Implications

In: Strategic Followership

Author

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  • David B. Zoogah

Abstract

Throughout the book, I have discussed how scholars can study strategic followership. However, research insights must be used by practitioners. In management, there is a lament about the research-practice gap. One reason is the utility of research for practice. To bridge that gap, I focus on practitioners in this chapter by discussing how managers can benefit from strategic followership. I limit the discussion to mechanisms managers can establish to maximize the value of strategic followership. Strategic followership influences organizational processes, systems, and outcomes in much the same way that strategic leadership has done. Just as organizations have to establish mechanisms to exploit the value of strategic leadership, managers have to also do the same in the context of strategic followership. Strategic followership is capable of spiraling across levels and units if organizations enable or do not constrain it. Enabling behaviors are promotive in contrast to constraining behaviors, which are preventive. These mechanisms are summarized in table 8.1.

Suggested Citation

  • David B. Zoogah, 2014. "Managerial Implications," Palgrave Macmillan Books, in: Strategic Followership, chapter 8, pages 191-197, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-35442-6_9
    DOI: 10.1057/9781137354426_9
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