SUMMARY From the perspective of the transcendent leadership model, the proposal is that subordinates should display aptitudes that reflect those of their pioneers and propose transcendent followership as mapping devotees' commitments in various contemporary situations . leveled circumstances. A transcendent follower is someone who communicates skills regarding managing relationships with self, with others and with the association. Skill in the area of ​​self alludes to being aware and proactive in creating unique qualities. Skill in the area of ​​others alludes to interpersonal effect procedures, in relation to pioneers and associates. Capacity in the association area alludes to aggregate support and change. The article offers an integrated perspective of followers' parts and obligations in dynamic hierarchical situations, presenting them as colleagues rather than subordinates. INTRODUCTION: Transcendent followers are the individuals who help within and above each of the levels of self, others, and association. Not all followers will discover the ability to be viable at the three levels. Some followers may be gifted at creating their own skills but less capable at applying them in their associations with others and in helping the association. Some may be skilled in relating to others but less skilled in their personal fulfillment and commitment to the association. Others may be dedicated parts of the association however, in some way, they reveal shortcomings at the level of themselves and other people. Followers with high self-capacity and low self-capacity at different levels will be linked with (an) abnormal amount of execution when commission dependence is low and with (b) low levels of ex...... half of paper ......odology through which leaders oppose the organization of followers. There is no motivation to accept that leaders oppose this organization unless followers do, except in light of the “naturalization” of academic views on imperviousness to change that see it as a sensation that only influences followers (Imprint and Goldberg, 1999). As you look at the leadership process from the devotee's side, you can get an alternative picture. Finally, follower involvement in leadership movements is not so good for organizations. Activity and impact can actually be used to achieve goals that are not authorized by the organization and counteract those that are. In this regard, there is no contrast between leader-driven leadership and follower-driven impact: each can generate great or terrible results..