Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Faculty Publications Book Chapter Faculty Publications- Book Chapter Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Creator An entity primarily responsible for making the resource Rastogi, Sanjay; Roy, Amitabh; Tiwari, Akhilesh; Singh, Satendar; Vatsa, Madhuranjan Title A name given to the resource Models for analyzing the impact of leadership and followership values on organizational outcomes Date A point or period of time associated with an event in the lifecycle of the resource 01-01-2025 Source A related resource from which the described resource is derived Mathematical Modeling, Design, and Optimization of Complex Engineering Systems;pp.287-295 Identifier An unambiguous reference to the resource within a given context <a href="https://doi.org/10.1201/9781003642152-23" target="_blank" rel="noreferrer noopener">https://doi.org/10.1201/9781003642152-23</a> <br /><br /><a href="https://www.scopus.com/pages/publications/105024041593?origin=resultslist" target="_blank" rel="noreferrer noopener">https://www.scopus.com/pages/publications/105024041593?origin=resultslist</a> Coverage The spatial or temporal topic of the resource, the spatial applicability of the resource, or the jurisdiction under which the resource is relevant Rastogi S., School of Commerce, Finance and Accountancy, Christ (Deemed to be University), India; Roy A., Institute of Management Sciences, University of Lucknow, Lucknow, India; Tiwari A., School of Business and Management, Christ (Deemed to be University), India; Singh S., Sharda School of Business Studies, India; Vatsa M., Akhildev IPR and Research Services, Greater Noida, India Description An account of the resource Followers have been the center of organizational focus in modern structure. The activation of followership could be a sign of successful leadership. Leaders must begin to understand the types of people they lead. Team members identify themselves as a unit and practically plan organizational development and progress to achieve similar strategies and objectives. The development of a leadermember exchange is based on characteristics of the working relationship as opposed to a personal or friendship relationship. Leaders create unity through demonstration of group-mindedness by making more references to the collective history, the collective identity and interests, and collective efficacy. The more leaders augment follower identification (through role modeling or group socialization), the more followers will likely experience higher feelings of ownership and responsibility. This paper is intended to characterize the types of followers that might exist in organizations and establish an integration of followers classification. 2026 selection and editorial matter, Mukesh Kumar Awasthi, Ashwani Kumar, Manoj Gupta; individual chapters, the contributors. Publisher An entity responsible for making the resource available CRC Press Relation A related resource ISBN: 978-104044227-2; 978-104107767-1; Language A language of the resource English Type The nature or genre of the resource Book chapter Rights Information about rights held in and over the resource Restricted Access; Hardcopy may be available in the library Format The file format, physical medium, or dimensions of the resource online