Exploring social constructions of followership: A qualitative study

Carsten, Melissa K.; Uhl‐Bien, Mary; West, Bradley J.; Patera, Jaime L.; McGregor, Rob

doi:10.1016/j.leaqua.2010.03.015

Cited by 435 publications

(552 citation statements)

References 100 publications

(140 reference statements)

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“…The stress is on the members of the organization who generate a sense together to build organizational activities, a mission by directing the objectives and the entire activity of their members. The framework in which the members of the organization run their activities can influence the way in which the organizational roles are built and the way in which they adopt the roles played (Carsten, Uhl-Bien, West, Patera, & McGregor, 2010). Katz & Kahn (1966) define the role in terms of expectations, assigned roles, data, behaviour patterns.…”

Section: From Sense To Strategymentioning

confidence: 99%

Sense and Strategy Building in the Romanian Academy

Gâlea

2018

RREM

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Abstract:The current paper aims to approach how the scientific researchers of the Romanian Academy are co-opted by the institution"s management when augmenting the strategies of development for the institutions and research centres where they perform their activities. The study has been done on a batch of 170 researchers by self-managing a questionnaire which was semi-structured and endeavoured to outline the researchers" expectations on their mode of relating with the Academy"s management about the involvement in the development of strategies. The results show an overwhelming rate of those who wish to get involved, while the conclusions highlight the way the communication and relating is done within the institution, namely the researchers "expectations concerning the management activity of the Romanian Academy.

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Section: From Sense To Strategymentioning

confidence: 99%

Sense and Strategy Building in the Romanian Academy

Gâlea

2018

RREM

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“…В его рамках тот или иной стиль лидерства или дискретные ви-ды поведения лидера рассматриваются как независимые переменные, и анализ на-правлен на выявление результатов, реак-ций на те или иные виды управленческих воздействий. В отличие от него подход, сфокусированный на «последователях» (follower-centric perspective) [Замулин, 2009;Baker, Wurgler, 2007;Carsten et al, 2010;Hsu, Chen, 2011;Marinova, Van Dyne, Moon, 2015], ставит в центр анализа под-чиненных (на наш взгляд, в организаци-онном контексте этот термин более аде-кватен, чем дословный перевод «последо-ватели»). Именно этот подход, исходящий из понимания управления как двунаправ-ленного процесса, наиболее перспективен для анализа образа руководителя в созна-нии его подчиненных.…”

Section: трансформационный лидер глазами подчиненных: подход сфокусиunclassified

Supervisors’ Transformational Leadership: Personality and Management Practices as Antecedents

Balabanova¹,

Deminskaya²

2017

RMJ

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“…Similarly, work on relational leadership theory (Uhl-Bien, 2006), leadership complexity theory (Uhl-Bien, Marion, & McKelvey, 2007), and distributed leadership (Gronn, 2002) have sought to treat leadership as an 'interactive dynamic relationship between organizational actors from which adaptive outcomes emerge' and which emphasize the importance of 'interdependence, coordination and…reciprocal influence' (Bligh, 2011, p. 427). Followership research has demonstrated that it has multiple meanings, and that followers construct those meanings not just in relation to their own individual perceptions, but also in relation to their organizational context and to the leaders with whom they interact (Carsten, Uhl-Bein, West, Patera, & McGregor, 2010). Heifetz, Grashow and Linksy's (2009) analysis of adaptive leadership is particularly useful in understanding group dynamics and the crucial leadership skill of empowering groups to deal with issues and challenges in relation to the group's context, rather than the leader simply dictating action from above ('t Hart, 2014, p. 105).…”

Section: Leadership and Followershipmentioning

confidence: 99%

Political Leadership in Parliament: The Role of Select Committee Chairs in the UK House of Commons

Kelso

2016

PaG

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Concepts of political leadership have been applied sparingly to parliaments, and not at all to the study of House of Commons select committees in the UK Parliament, where analysis has largely focused on their institutional capacity to scrutinise government and hold it to account. Yet examining these committees through a political leadership lens illuminates the complex role of committee chairs, a role which was significantly reshaped in 2010 with a shift to election of chairs by the whole House. This article analyses select committee chairs through the lens of political leadership, and draws on a series of interviews with chairs in order to delineate the nature of the political leadership they perform. It argues that, as chairs are now increasingly important parliamentary and policy actors, our understanding of them is significantly advanced by conceptualising their role as one of parliamentary political leadership, and that this in turn enriches our analytical toolkit when it comes to the study of parliaments.

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Exploring social constructions of followership: A qualitative study

Cited by 435 publications

References 100 publications

Sense and Strategy Building in the Romanian Academy

Sense and Strategy Building in the Romanian Academy

Supervisors’ Transformational Leadership: Personality and Management Practices as Antecedents

Political Leadership in Parliament: The Role of Select Committee Chairs in the UK House of Commons

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