The case for transcendent followership

Miguel Pina e Cunha, Arménio Rego, Stewart Clegg, Pedro Neves

Research output: Contribution to journalArticlepeer-review

10 Citations (Scopus)


Based on the model of transcendent leadership, we suggest that subordinates need to display competences that mirror those of their leaders and propose transcendent followership as a framework for the responsibilities of followers in contemporary organizational environments. A transcendent follower is someone who expresses competence in terms of their management of relations with self, others and organization. Competence in the domain of self refers to being self-aware and proactive in developing individual strengths. Competence in the domain of others refers to the processes of interpersonal impact, in relation to leaders and peers. Competence in the domain of organization refers to collective maintenance and change. The article offers an integrated view of the roles and responsibilities of followers in dynamic organizational environments, presenting them as fellows rather than subordinates.
Original languageEnglish
Pages (from-to)87-106
Number of pages20
Issue number1
Publication statusPublished - Feb 2013
Externally publishedYes


  • Fellowship
  • Followership
  • Leadership
  • Transcendent followers


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