This study examines the conceptual structure of Kelley’s followership survey, hypothesizing relationships among followership, quality of leader-member exchange, and job attitude. A sample of 358 mid-ranked officers in Korea Air Force were collected by stratified sampling method. The study found that followership is composed of not two-dimensions, but four dimensions. On the basis of factor analysis, the conceptual structure of followership is found to be of four dimensions, which is perceived goal alignment, active participation, critical thinking, and team-mindedness. The study also shows that perceived goal alignment and active participation of followers are significantly and positively associated with quality of leader-member exchange. Higher qualities of leader-member exchange also subsequently lead to lower conflict between leader and follower and lower intention to turnover. However, both critical thinking and team-mindedness of followership are not significantly related to leader-member exchange. As far as leader-member exchange and job attitude are concerned, higher qualities of leader-member exchange are associated with higher levels of job satisfaction, lower intention to turnover, and lower levels of conflicts between leader and followers. The statistical relationship supports theoretical hypotheses, ensuring that effective followership tends to improve follower’s job attitude in part through leader-member exchange. Limitations of the study are not a few. In particular, failure to consider leadership style of immediate leaders may decrease validity of the study in one way or the other.