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Introduction
Conventionally, the labels follower and followership have been viewed as pejorative terms, conveying images of passivity, deference, obedience and submission to leaders (Hoption et al. , 2012; Carsten et al. , 2010). However, there is a growing recognition that proactive, participatory, empowered followership styles are feasible and desirable. Indeed, several studies have posited that active followership plays an important role in assisting leaders and organisations to be effective (Carsten and Uhl-Bien, 2012; Baker, 2007; Kelley, 1988; Blanchard et al. , 2009; Chaleff, 2009; Kellerman, 2013; E Cuhna et al. , 2013).
Recently there have been important advances in the development of followership theory. In 2014 Uhl-Bien and colleagues published a paper in The Leadership Quarterly that identifies two forms of followership theories: role-based views that investigate "how individuals enact leadership and followership in the context of hierarchical roles", and constructionist views that investigate "the processes and relational interactions involved in the co-production of leadership and followership" (Uhl-Bien et al. , 2014, pp. 90, 94). Concurrently with Uhl-Bien et al. 's (2014) publication, de Zilwa published a new conceptual framework for authentic followership (AF) (de Zilwa, 2014); throughout this paper this model is referred to as AF. AF aligns with Uhl-Bien et al. 's constructionist view of followership. AF explains the relational interactions involved in AF, and how AF impacts leadership processes (de Zilwa, 2014; Uhl-Bien et al. , 2014). AF is a proactive process whereby authentic followers decide whether they will follow a leader. Hence AF reverses the conventional view that leaders influence and direct followers' behaviour (Avolio et al. , 2004).
The aim of the present paper is to identify three potential positive outcomes of AF. These positive outcomes of AF are presented as propositions - "statements for discussion or illustration to be affirmed or denied" (Delbridge et al. , 1981, p. 1414):
AF enhances followers' strengths and capacities.
AF strengthens dyadic relationships between followers and leaders.
AF deepens and strengthens positive organisational culture thereby improving organisational performance.
This paper has three sections. The first section of the paper provides an overview of the AF construct to assist readers' understanding of how the propositions could work. Readers who seek more information about the AF model should refer to de Zilwa (2014). The second...