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  <titleInfo>
    <title>Exploring followership in a public setting: is it a missing link between participative leadership and organizational performance</title>
  </titleInfo>
  <name type="personal">
    <namePart>Kim, Chulwoo</namePart>
    <role>
      <roleTerm authority="marcrelator" type="text">creator</roleTerm>
    </role>
  </name>
  <name type="personal">
    <namePart>Schachter, Hindy Lauer</namePart>
  </name>
  <typeOfResource>text</typeOfResource>
  <originInfo>
    <place>
      <placeTerm type="code" authority="marccountry">xu|</placeTerm>
    </place>
    <dateIssued>2015</dateIssued>
    <issuance>continuing</issuance>
  </originInfo>
  <language>
    <languageTerm authority="iso639-2b" type="code">ng </languageTerm>
  </language>
  <physicalDescription>
    <extent>p.436-457.</extent>
  </physicalDescription>
  <abstract>Based on data drawn from the Office of Personnel Managementﾒs Federal Human Capital Survey, as well as from data provided in written interviews, this study offers empirical evidence that followership mediates the relationship that exists between participative leadership and public organization performance. - Reproduce</abstract>
  <subject>
    <topic>Organizations</topic>
  </subject>
  <subject>
    <topic>Leadership</topic>
  </subject>
  <relatedItem type="host">
    <name>
      <namePart>American Review of Public Administration</namePart>
    </name>
  </relatedItem>
  <recordInfo>
    <recordCreationDate encoding="marc">180718</recordCreationDate>
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