Separating Leadership from Leaders: An Assessment of the Effect of Leader and Follower Roles in Organizations
研究发现组织中区分领导者和追随者可能适得其反，导致追随者行为受限或抵制低权力角色。通过案例展示无领导者结构如何实现领导功能，并探讨其成功条件。
Findings reported in the research literature concerned with labeling, status and communication in groups, power, expertise, responsibility, and resistance support the position that leader-follower distinctions in organizations are likely to undermine the very goals they are established to achieve. Rather than being inspired by leaders to do their best, it is likely that followers will either limit themselves to status-appropriate behaviors or resist their low power roles. A case study is presented describing one organization's comprehensive set of internal structures that allows them to successfully fulfill leadership functions without creating leader roles. By drawing comparisons between this organization and another enterprise that has a flat structure, some preliminary suggestions regarding necessary conditions for the success of leaderless organizational structures are made. The implications for behavioral scientists are discussed.