Chapter 13: Followers, Communications and Leadership

Journal Article 13.1: Forrester, G. (2011) ‘Performance management in education: milestone or millstone?’, Management in Education, 25(1): 5–9.

Description: The paper considers the extent to which the education sector has embraced performance management and performance-related pay. It contemplates the transfer and adaptation of performance management by the public sector as an audit mechanism for improving the performance, productivity, accountability and transparency of public services. The paper concludes by calling for a broader vision for reshaping education since it is argued that the activities of those working in schools, colleges and universities have been re-oriented by performance management techniques towards a competitive, performance culture.


Journal Article 13.2: Brouer, R.L., Douglas, C., Treadway, D.C. and Ferris, G.R. (2013) ‘Leader political skill, relationship quality, and leadership effectiveness: a two-study model test and constructive replication, Journal of Leadership & Organizational Studies, 20(2): 185–198.

Description: Grounded in leader–member exchange, social exchange, political skill and influence theories, the present two-study investigation tests the model that leader political skill is related to both leader and follower effectiveness through leader–follower relationship quality. It is hypothesized that leader political skill is associated with leader effectiveness (Study 1) and follower effectiveness (Study 2) through relationship quality.