Managing 'up' "... means consciously and deliberately developing a meaningful, task-related, mutually respectful relationship with one's immediate superiors" (Daft, 2015, p. 196 ). De La Vega should have made an effort to gain a clearer understanding of what his role as a “day-to-day” operational leader would be. He could have used the five principles of followership to establish a successful relationship with Bussard as CEO. The CEO failed to “manage up and down” the hierarchical ladder of his organization as a leader and did not want to give up power. The CEO depended on De La Vega to be his key “point man” in day-to-day operations. The follower-leader relationship is important to both the leader and the follower because “…Leaders at higher organizational levels depend on their subordinates for information, support, and assistance in achieving organizational goals” (Daft, 2015, p. 197). If the principles and strategies of effective followership, combined with the desirable followership characteristics of “cooperation, honesty, reliability, and competence” (Daft, 2015, p. 211) were used by the CEO and COO, the outcome of the case study would have been