ABSTRACT
Leadership research is traditionally rooted in hierarchical thinking in which managers (leaders) inuence subordinates (followers) in an eort to produce positive results for a work unit and organization (Baker, 2007; Bligh, 2011; Collinson, 2006; Shamir, 2007). This paradigm has resulted in deeply rooted assumptions that only managers can lead and only subordinates can follow (Bedeian & Hunt, 2006; Yukl, 2012). However, today’s organizations call for more dynamic relationships in which all organizational members have capabilities to both lead and follow in various situations. To meet this need, and the changing nature of organizations, theoretical and empirical advances in the leadership literature have sparked discussion around new forms of leadership, including distributed leadership (Bolden, 2011; Gronn, 2002), relational leadership (Ospina & Foldy, 2010; Uhl-Bien, 2006; Uhl-Bien & Ospina, 2012), and leadership in networks (Balkundi & Kildu, 2006).
