Abstract
This chapter uses a conceptual-theoretical framework to further knowledge about the effectiveness of various leadership and followership styles and the relationship between leadership, authentic leadership, embodied leadership, and followership after the technological revolution. Laban Movement Analysis, a nonverbal body–mind model, is applied to illustrate embodied leadership. The findings are that (1) leaders and followers are likely to be viewed as authentic when they synchronize their inner world (somatic sensations) with their outer expression (verbal language), (2) the country’s or region’s cultural climate impacts organisational culture and the structure of leader–follower interaction, and (3) the cultural climate can limit or prevent the adaptation of a minimal hierarchical (horizontal) structure.
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Brown, S.D. (2018). Authentic Leadership, Embodied Leadership, and Followership from a Multi-cultural Perspective. In: Cotter-Lockard, D. (eds) Authentic Leadership and Followership. Palgrave Studies in Leadership and Followership. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-65307-5_8
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DOI: https://doi.org/10.1007/978-3-319-65307-5_8
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