The present study investigates experimentally the relationship between leadership and followership within the context of PM Leadership Theory. Since performance and maintenance are group and not only leader's functions, subordinates are also supposed to fulfil these two functions. Using PM scale, we can, thus, determine 4 possible followership types (P, M, PM, and pm-types). The present study compares 9 types of PM leadership-followership (L-F) dyads in terms of (quantitative and qualitative) performance, and group morale, using 27 (9 x 3) groups of 4 members (1 leader and 3 subordinates) each. The results indicated that leadership effectiveness was function of followership type. Furthermore, our findings showed that, as hypothesized, the PM-PM dyad type had the highest performance and morale scores. This has led us to refine the existing model concerning the effectiveness of PM leadership, proposing an interactional PM model.