Abstract
Purpose. The purpose of this study was to examine leader–follower relationships to determine, based on follower perceptions, the extent to which Kurt Lewin's three major leadership styles—authoritarian, democratic, and laissez-faire—influence job performance. Secondly, the purpose was to examine the intrinsic and extrinsic motivations of followers who engage in relationships with authoritarian, democratic, and laissez-faire leaders. Methodology. This study employed a mixed-methods research approach that used qualitative and quantitative data collection. The population consisted of 76 civilian individuals employed by the Naval Air Warfare Center Weapons Division. Data were collected from 47 civilian individuals through an electronic survey. Findings. Exemplary followers made up 83% of the study population, 79% of whom favored democratic leadership. In addition, majorities of each followership style— exemplary (78%), conformist (100%), passive (75%), and pragmatist (75%)—favored democratic leaders. No participants were classified as alienated followers or preferred an authoritarian style of leadership separate from the blended approach. A positive relationship existed between exemplary followers and feeling a sense of accomplishment after expending extra efforts on tasks, even when performance is unrecognized by others. Conclusion. The framework of this study provided a method of understanding and assisted in the collection of data based on follower perceptions. The information can be used to improve understandings of what it is to be a good follower, and identify developmental characteristics and traits for potential future leaders. Because this study was based on perceptions of followers, it cannot be explicitly stated that all followers classified within a specific follower style will behave similarly. Recommendations. Followership is an important topic of study. While several recommendations are presented as a result of this study, a leader's ability to recognize follower styles and style characteristics and to understand the motivations that influence followers toward job performance is vital if leaders are to be effective. Equally, followers must understand who they are as followers and recognize their role and how that role affects the leader–follower relationship. It is recommended that this study be replicated using a larger population that encompasses a variety of positions so generalizations can be made.