The relationship between followers' typology, conformity and organizational citizenship behavior / Azlyn Ahmad Zawawi … [et al.] (original) (raw)

The power of followership: Leaders, who are you leading?

2012 IEEE Symposium on Humanities, Science and Engineering Research, 2012

Followers have been the center of organizational focus in modern structure. The activation of followership could be a remark of successful leadership. Leaders must begin to understand the types of people they lead. Team members identify themselves as a unit and practically plan organizational development and progress to achieve similar strategies and objectives. The development of a leadermember exchange is based on characteristics of the 'working relationship' as opposed to a personal or friendship relationship. Leaders create unity through demonstration of group-mindedness by making more references to the collective history, the collective identity and interests, and collective efficacy. The more leaders augment follower identification (through role modeling or group socialization), the more followers will likely experience higher feelings of ownership and responsibility. This paper is intended to characterize the types of followers that might exist in organizations, and establish an integration of followers' classification.

Followership in Action: Cases and Commentaries

2016

The theme of Followership in Action: Cases and Commentaries revolves around the question of inclusion in leadership studies. As recognized in Mary Parker Follett’s inspiring work from 1925 on constructive conflict, the question should not be one of who is right, nor what is right, when it comes to resolving interpretational differences in leadership studies, but one of how can we work together to arrive at plus values that lead us to more worthy considerations (Graham, 2003, pp. 67-87). Wheatley (2006) further states that leadership studies should never be an either/or proposition, but one that inclusively considers all who contribute to organizational processes (pp. 27-47). Numerous leadership and management scholars also argue that leadership without followership cannot exist (Dixon, 2008; Drucker, 2001; Kelley, 1992; Malakyan, 2014; Uhl-Bien, Riggio, Lowe, & Carsten, 2014). Research by Kelley (1992) further suggests that followers contribute an average of 80 percent to the succes...

Exploring social constructions of followership: A qualitative study Part of the Management Sciences and Quantitative Methods Commons

The Leadership Quarterly 21 , 2010

This study adopts a qualitative approach to deconstruct the meaning of followership. Interviews were conducted with employees in various industries to examine how individuals socially construct their roles as followers and to explore followership schemas and contextual influences that relate to these constructions. Results suggest that while some individuals socially construct definitions around passivity, deference and obedience, others emphasize the importance of constructively questioning and challenging their leaders. With regard to personal qualities that are thought to make followers effective, major themes such as obedience, expressing opinions, and taking initiative were found to be most disparate across different groups of followers. Results also revealed that contextual factors may affect both followership constructions and behavior in the follower role. These findings have important implications regarding a need to examine the construct of followership in leadership research, as well as raise interesting possibilities for advancing an “expanded” view of leadership in organizations. Keywords: Followership, Leadership, Social construction, Social cognition, Qualitative research

A Fresh Look at Followership: A Model for Matching Followership and Leadership Styles

Journal of Behavioral and Applied Management

Followership has been an understudied topic in the academic literature and an underappreciated topic among practitioners. Although it has always been important, the study of followership has become even more crucial with the advent of the information age and dramatic changes in the workplace. This paper provides a fresh look at followership by providing a synthesis of the literature and presents a new model for matching followership styles to leadership styles. The model's practical value lies in its usefulness for describing how leaders can best work with followers, and how followers can best work with leaders.

Followership in Action: Cases and Commentaries, Chapter 9 Just in Time Followership

The specified objective of Followership in Action: Cases and Commentaries (Koonce, Bligh, Carsten, & Hurwitz, Eds.) is to help students better understand the study of followership. Case studies with scholarly post-commentaries are presented which represent a wide variety of organizational behavior issues that apply to leaders and followers, and which can be categorized utilizing the leader-centric, follower-centric, relational, role-based, and constructionist framework of traditional followership research as modeled in Uhl Bien et al. (2014).