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

Bjugstad, Kent; Thach, Elizabeth C.; Thompson, Karen; Morris, Alan

doi:10.21818/001c.16673

Cited by 119 publications

(87 citation statements)

References 12 publications

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“…For example, Hollander (1993) suggests that “followers can affect leaders actively in more than trivial ways” (p. 31) such that “the involvement of followers has to be recognized as a key component of effective leadership” (p. 42). Thus, a co-production orientation is associated with a view that a strong and active follower role is necessary for supporting leaders in accomplishing the organizational mission (Bjugstad et al, 2006; Crossman and Crossman, 2011; Howell and Shamir, 2005; Kellerman, 2008; Rost, 1991, 1995).…”

Section: Co-production Orientationmentioning

confidence: 99%

Leader perceptions and motivation as outcomes of followership role orientation and behavior

2017

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Followership research posits that followers differ in the way they define and enact the followership role, which can have varying effects in relation to how leaders experience their own roles and responsibilities. Drawing from the role orientation literature and newly emerging research on followership, our study examines the indirect effects of followers' co-production (co-producing leadership outcomes) and passive (deferring to leadership influence) role orientations on leaderrated outcomes of perceived follower support, leader motivation, and follower contribution to goal attainment via followers' voice and upward delegation behaviors. Using data from 306 dyads in a Chinese organization, our results show that follower voice and upward delegation mediate the relationships linking followers' co-production and passive role orientations with leader-rated outcomes. Our study provides evidence that followership role orientations and behaviors differentially influence leader perceptions regarding their followers' support, contribution to goal attainment, and leader motivation. Implications are drawn for further research on followership

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Section: Co-production Orientationmentioning

confidence: 99%

Leader perceptions and motivation as outcomes of followership role orientation and behavior

2017

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“…Moreover, members must follow their leaders’ orders to generate outcomes and attain performance goals (Bjugstad, Thach, Thompson, & Morris, 2006). Mohammed and Nadkarni (2011) asserted that leaders with team temporal leadership can plan and establish effective time systems, whereas team members demonstrate followership by submitting to their leader and accepting how their leader allocates, coordinates, and manages time to achieve task performance goals on time.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Relationship Among Team Temporal Leadership, Competency, Followership, and Performance in Taiwanese Pharmaceutical Industry Leaders and Employees

Yuan

2016

Journal of Career Development

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The relationship between team temporal leadership and performance has attracted the attention of both academics and practitioners. Theories and studies of team temporal leadership have generally focused on Western teams, and there is a noticeable dearth of empirical verifications focusing on Taiwanese sales marketing teams and the relationship between team temporal leadership and performance in Taiwanese pharmaceutical companies. However, Taiwan has a unique pharmaceutical sales marketing model involving diversified competency, apprenticeship, teamwork, and time management. Thus, this study examined the relationship among team temporal leadership, competency, followership, and performance using linear structured equation modeling. Results from the 360 leader–employee dyads of the sales marketing team revealed that team temporal leadership, competency, and followership are positively related to performance and that team temporal leadership is positively related to competency and followership. According to the results of the research, suggestions for future-related studies are proposed.

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“…Social cognition theory indicates that individuals have a natural propensity to classify leaders and followers (Fiske & Taylor, 1991). However, a large body of organizational behavior research mainly adopts leader-centric perspective, while neglecting the exploration of the followership (Bjugstad, Thach, Thompson, & Morris, 2006). As a response to these research gaps, implicit followership theory (IFT) is proposed and paid more attention by scholars recently.…”

Section: Introductionmentioning

confidence: 99%

Implicit followership theory to employee creativity: The roles of leader–member exchange, self-efficacy and intrinsic motivation

Kong

Zhou

et al. 2017

Journal of Management & Organization

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Leaders’ implicit followership theory describes leaders’ personal assumptions about the traits and behaviors that characterize followers. Unlike traditional organizational behavior research, studies on leaders’ implicit followership theory can deepen our understandings of ‘how leaders and followers perceive, decide and take action’ from follower-centric perspective. Adopting 267 follower–leader dyads from 16 Chinese enterprises as our final sample, we found that: (1) positive leaders’ implicit followership theory had significant positive effect on followers’ creativity; (2) followers’ leader–member exchange with leader, intrinsic motivation and creative self-efficacy mediated the positive relationship between positive leaders’ implicit followership theory and followers’ creativity; (3) no significance difference was found between the mediating effects of leader–member exchange, intrinsic motivation and creative self-efficacy. The current study not only extended the application of social cognitive theory in leadership research, but also made contributions to the enrichment of social exchange theory and componential theory of creativity.

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

Cited by 119 publications

References 12 publications

Leader perceptions and motivation as outcomes of followership role orientation and behavior

Leader perceptions and motivation as outcomes of followership role orientation and behavior

Relationship Among Team Temporal Leadership, Competency, Followership, and Performance in Taiwanese Pharmaceutical Industry Leaders and Employees

Implicit followership theory to employee creativity: The roles of leader–member exchange, self-efficacy and intrinsic motivation

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