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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is twofold: first, to provide a compelling argument that followership has significant practical value in enhancing career and organizational value; and, second, to encourage dialogue about followership. Part 2 will extend current ideas about followership to provide a more comprehensive, holistic model. Part 3 will show how the model can be used as a training tool, in mentoring, for performance appraisals, and in designing HR solutions.Design/methodology/approach -The strengths and weaknesses of current theories are highlighted, motivating both the need for making followership more visible within an organization and the need for a more comprehensive model.Findings -Good followers report higher career satisfaction, get promoted more often, and add greater value to their organizations. Moreover, followship skills can be developed.Originality/value -Previous research has focused on followship as either a fixed set of behaviours or traits, or as something a leader has to learn to manage. This is the first paper to empower followerseveryone in an organization is a follower and followership skills can be learned. As such, the three articles are of particular interest to senior executives and HR departments.

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Purpose -The purpose of this paper is to progress beyond Part 1, in which the research on followership was surveyed, showing it has significant practical importance in enhancing career and organizational value. Part 2 aims to present a comprehensive framework to understand followership and clarify how and where followership is different (and the same) as leadership. It seeks to show how previous research fits into this new framework, as well as highlighting gaps and opportunities. Part 3 aims to present examples of how this model can used as a training tool, in mentoring, for performance appraisals, and for designing HR solutions.Design/methodology/approach -The paper presents a new framework for followership, articulates its features, and puts it into the context of previous ideas about followership.Findings -There are real and important differences between leadership and followership. Some attributes and characteristics are unique to good followers while others, such as intelligence are generally applicable to all employees. Finally, followership can be understood as two separate competencies: leader support and personal manageability, which refer to situation-specific and generic followership behaviours respectively.Practical implications -The three articles are of particular interest to senior executives and HR departments.Originality/value -This paper presents a new way of understanding followership, and of putting it into perspective with leadership. As such, the three articles are of particular interest to senior executives and HR departments.

We examined multisecond time estimation (up to 60 s) for visual and auditory events in a patient with left spatial neglect (RR), who grossly underestimated all durations in all tasks. In contrast, healthy controls and a patient with left hemisphere damage (HW) demonstrated accurate estimates of the same durations. These findings add to a growing body of literature suggesting that neglect cannot be understood simply in terms of a bias in orienting attention to one side of space. In addition, these data suggest that the right hemisphere parietal cortex may be important for the perception of time across multiple modalities.