cqu_783+DS1+DS1.3.pdf (217.66 kB)

Followership : an Australian university dilemma?

Download (217.66 kB)
conference contribution
posted on 06.12.2017, 00:00 by D Holloway
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.

Funding

Category 1 - Australian Competitive Grants (this includes ARC, NHMRC)

History

Editor

Kennedy J; Di Milia V

Parent Title

Proceedings of the 20th ANZAM Conference [electronic resource] : Management : pragmatism, philosophy, priorities

Start Page

1

End Page

20

Number of Pages

20

Start Date

01/01/2006

ISBN-10

1921047348

Location

Yeppoon, Qld.

Publisher

Australian and New Zealand Academy of Management

Place of Publication

Lindfield, NSW

Peer Reviewed

Yes

Open Access

No

External Author Affiliations

International conference; Murdoch Business School;

Era Eligible

No

Name of Conference

Australian and New Zealand Academy of Management. International conference

Exports

CQUniversity

Exports