Article pdf: DRMJ vol13 no01 2024 – Clanek 3
DOI:
doi:10.17708/DRMJ.2024.v13n01a03
Author(s):
Excerpt:
The paper explores the follower–leader distance orientation (FLDO) of subordinate managers in eight Bulgarian industrial companies. The purpose was twofold: first, to study the FLDO of subordinate managers and its impact on work environment; and second, to propose a relational followership model which could lay the foundations for the resolution of the subordinate manager’s relational dilemma. The study applied a mixed‐methods research design, using both qualitative and quantitative approaches within a combination of two research strategies—exploratory, and descriptive. A survey questionnaire, semi‐structured interviews, and focus groups were used for primary data collection. Results indicate that Bulgarian managers tend to maintain social proximity with the immediate superior. The strengths and weaknesses of proximal and distant managers are outlined and discussed. A relational followership model is proposed to support lower‐level managers in managing their distance with higher‐level managers in a way that is favorable to team and organizational effectiveness.
Pages:
37‐51
Keywords: