Leader to follower transitions require flexibility and situational awareness to enhance informal leadership and cultural cohesion (Falls & Allen, 2020). Excessively rigid organisational processes, though standardising, may suppress adaptability (Garvin, 1998). Additionally, Falls & Allen (2020) stress cultural sensitivity in transitions, which aligns with Garvin’s (1998) emphasis on adaptable organisational processes.
Leader Follower Transitions – Bruce Lee
To enhance cultural alignment and support informal leadership, organisations should implement cross functional mentoring systems, participative decision making forums, and culturally responsive feedback mechanisms. These processes foster collaboration, empower informal leaders, and maintain organisational agility, promoting dynamic collaboration while sustaining informal leadership and organisational cohesion (Falls & Allen, 2020; Garvin, 1998).
References
Falls, A., & Allen, S. (2020). Leader-to-follower transitions: Flexibility and awareness. Journal of Leadership Studies, 14(1), 6–21. https://doi.org/10.1177/1541172020959140
Garvin, D. A. (1998). The processes of organization and management. MIT Sloan Management Review, 39(4), 33–50.
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