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Published (Version of Record)CC BY-NC-ND V4.0, Open Access
Conference paper
Followership: An Australian university dilemma?
20th ANZAM (Australian New Zealand Academy of Management) Conference: Management: Pragmatism, Philosophy, Priorities (Central Queensland University, Qld, 06/12/2006–09/12/2006)
2006
Abstract
Exclusive top-down leadership and decision-making is a key feature of the version of ‘managerialism’ that is prevalent in the higher education sector. This paper challenges that dominant organisational approach. It uses a qualitative case study of followership philosophy and practices at Murdoch University to argue that there is a need to reframe the followership/leadership divide. The end result is to reconstruct the passive pejorative version of the ‘follower’ to a more ‘active follower’ role. The leadership role is then redefined to be an important, but not exclusive, part of the organisational decision-making process. The adaptability and self-organising capability of the workforce requires an inclusive, not exclusive, decision-making methodology to unlock and realise the full future potential of the modern university.
Details
- Title
- Followership: An Australian university dilemma?
- Authors/Creators
- D.A. Holloway (Author/Creator)
- Conference
- 20th ANZAM (Australian New Zealand Academy of Management) Conference: Management: Pragmatism, Philosophy, Priorities (Central Queensland University, Qld, 06/12/2006–09/12/2006)
- Identifiers
- 991005544830607891
- Murdoch Affiliation
- Do not use- Former Murdoch Business School
- Language
- English
- Resource Type
- Conference paper
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