Followership

Baker, Susan D.

doi:10.1177/0002831207304343

Cited by 172 publications

(13 citation statements)

References 32 publications

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“…As methods and theories have matured, it has become clear that followership is an underexplored area in leadership research (Lord, Brown, & Freiberg, 1999; Uhl-Bien, Riggio, Lowe, & Carsten, 2014). More recent work (Baker, 2007; Howell & Shamir, 2005) has advanced theory regarding the role of followers in aspects of leadership processes while also calling for additional empirical work in this area.…”

Section: Followership and Leader Distancementioning

confidence: 99%

Are You Thinking What I’m Thinking?: The Influence of Leader Style, Distance, and Leader–Follower Mental Model Congruence on Creative Performance

Griffith

Gibson

Medeiros

et al. 2018

Journal of Leadership & Organizational Studies

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Leaders are the representatives of the movements that have made history. We picture Martin Luther King, Jr. and his poignant "I Have a Dream" speech when discussing the Civil Rights Movement of the 1960s in America. We attribute Indian independence in large part to Mahatma Gandhi, who strongly advocated for nonviolent civil disobedience amid a country torn apart by war. We remember Nelson Mandela as a driving force in the movement to end South African apartheid, even from inside a jail cell. A relatively small number of leaders have exerted a disproportionately large impact on society. As a result, researchers have spent decades trying to understand how they achieved this influence (Bass & Riggio, 2005; Yukl, 2010). Although there remains debate among leadership scholars, perhaps one of the most steadfast pillars of leadership is that it is a process (Stogdill, 1948; Yukl, 2010). Put most simply, leadership involves two parties-leader(s) and followers-who work together to achieve common goals. It is generally agreed upon that leaders, assigned or emergent, use influence strategies, formal and/or informal, to aid in the process of persuading followers toward shared goals. As such, followers, or those holding a temporary or permanent supporting role in goal attainment, play a critical part in advancing both the message and agenda of leaders. What is perhaps most interesting about followers is that they can play an equally critical role either having high contact with their leader (e.g., team leader) or having never met a leader at all (e.g., presidents). This particular point is perhaps why interest in exploring the wide-reaching nature of leader influence and effectiveness has been maintained for over a century. Historically, research on effective leadership was restricted to transformational and charismatic leadership

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Section: Followership and Leader Distancementioning

confidence: 99%

Are You Thinking What I’m Thinking?: The Influence of Leader Style, Distance, and Leader–Follower Mental Model Congruence on Creative Performance

Griffith

Gibson

Medeiros

et al. 2018

Journal of Leadership & Organizational Studies

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“…Specifically, Kaiser and Craig (2011) explored the moderating role of organizational level on the relationship between seven dimensions of managerial behavior and overall leadership effectiveness, and found that behaviors associated with effectiveness differed across levels. While courage is often discussed as an important attribute of both leaders and followers (e.g., Chaleff, 1995;Baker, 2007), recent empirical studies have explored the relationship between courage and executive performance. In particular, our literature review suggests that recent empirical studies have largely focused on exploring the importance of courage for top executive performance (Sosik, Gentry, & Chun, 2012;Palanski et al, 2015).…”

Section: Behavioral Courage and Organizational Hierarchymentioning

confidence: 99%

Courage in the workplace: The effects of organizational level and gender on the relationship between behavioral courage and job performance

Ткаченко¹,

Quast

Song

et al. 2018

Journal of Management & Organization

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This study examines the relationship between behavioral courage and job performance, and explores the possible effects of organizational level and gender on this relationship. With a sample of managers from mid- to large-sized for-profit organizations in the United States, we found that behavioral courage was positively associated with job performance. Our results also revealed significant differences in supervisors’ ratings of behavioral courage between employees at low and high organizational levels. The effects of behavioral courage on job performance did not vary by organizational level. In turn, the moderating effect of gender on the association between behavioral courage and job performance was supported. The study results provide important theoretical and practical implications in the fields of organizational behavior, leadership studies, and human resource development. Recommendations for future research are discussed.

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“…That said, as early as 1988 the scholar Robert Kelley was credited for the development of the field of followership (Baker, 2007). That said, as early as 1988 the scholar Robert Kelley was credited for the development of the field of followership (Baker, 2007).…”

Section: Followershipmentioning

confidence: 99%

Academic-Practice Partnerships

Everett

2016

Nurs Sci Q

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In this article, there is a discussion focused on three contemporary nursing topics: leadership, followership, and academic-practice partnerships. These comments are framed within the context of the current healthcare system transformation. There is a focus on why each of these topics is relevant to the nursing profession in leading change and advancing health. Finally, there is a description about the interdependence of leadership and followership and the significance these hold for the interdependence between nursing education and nursing practice.

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Followership

Cited by 172 publications

References 32 publications

Are You Thinking What I’m Thinking?: The Influence of Leader Style, Distance, and Leader–Follower Mental Model Congruence on Creative Performance

Are You Thinking What I’m Thinking?: The Influence of Leader Style, Distance, and Leader–Follower Mental Model Congruence on Creative Performance

Courage in the workplace: The effects of organizational level and gender on the relationship between behavioral courage and job performance

Academic-Practice Partnerships

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