Relationship Between Middle Managers' Transformational Leadership and Effective Followership Behaviors in Organizations

Alegbeleye, Ibukun; Kaufman, Eric K.

doi:10.1002/jls.21673

Cited by 11 publications

(14 citation statements)

References 42 publications

(71 reference statements)

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“…Leadership has been studied to a large extent since the 1950s. Interestingly, there has been much less research focusing on the “followers” ( Baker, 2007 ; Alegbeleye & Kaufman, 2020 ). Traditionally, researchers have tended to describe leaders as “heroes” or “agents” who singlehandedly form actions, rather than being formed by them ( Dvir & Samir, 2003 ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Between hope and despair sensegiving and sensemaking in hotel organizations during the COVID-19 crisis

Högberg

2021

Journal of Hospitality and Tourism Management

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The COVID-19 crisis has had a severe impact on the hospitality industry and its actors. In a very short period of time, hotels were shut down or lost most of their bookings, faced huge financial losses and went into crisis mode. During the pandemic, the hotel industry has struggled with ever-changing restrictions which have had large effects on the industry as a whole as well as on organizations and individual employees. There are obviously challenges for both leaders and followers in the hospitality industry related to this worldwide crisis. The aim of this paper is to study how leaders practice sensegiving and how employees make sense of the changed conditions during the COVID-19 crisis in hotel organizations. The following research question is asked: How do leaders practice sensegiving and how does the process of sensemaking among employees evolve over time? Data were collected in five hotels in Sweden, Norway and Denmark from March 2020 to April 2021 by conducting in-depth interviews with hotel managers and employees. A sensegiving and sensemaking approach was used as an analytical lens. The findings illustrate a reciprocal process of making sense of the crisis between leaders and followers. Furthermore, the results show that the pandemic blurred boundaries between private and professional life that had effects on both the sensegiving and sensemaking processes. To the author’s knowledge, few studies have focused on the interplay between leaders’ sensegiving practices and followers’ sensemaking process during crisis. Furthermore, few studies have investigated sensemaking at all in the hospitality industry.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Between hope and despair sensegiving and sensemaking in hotel organizations during the COVID-19 crisis

Högberg

2021

Journal of Hospitality and Tourism Management

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“…Geer (2014) expanded the discussion of the middle managers' internal and external identity, relating implicit leadership and followership theories to the middle management role, whereby leader and follower self‐concepts can create dissonance with situational behaviors and expectations. Alegbeleye and Kaufman (2020) found a relationship between self‐ratings of transformational leadership behaviors and effective followership behaviors, supporting the idea that good followers make good leaders, with individuals concurrently possessing competencies for both roles. An individual's self‐categorization as follower or leader intersects the dual tensions of maintaining one's identity within a group, while also subordinating that identity to gain or maintain group membership (Vondey, 2012).…”

Section: Literature Reviewmentioning

confidence: 89%

“…In their role as a leader, middle managers are also viewed as agents and implementers of change (Balogun, 2003; Huy, 2002; Rouleau, 2005) or influencers (Currie & Procter, 2005; Floyd & Wooldridge, 1997), and are required to translate broad top‐level strategy into action. The role of the middle manager as follower is more obscured, reflecting a school of thought that leaders do not follow, when in reality most managers report to someone and are both leaders and followers (Alegbeleye & Kaufman, 2020; Kelley, 1988).…”

Section: Introductionmentioning

confidence: 99%

“…Research and writing by Chaleff (2003), Uhl‐Bien, Riggio, Lowe, and Carsten (2014), and Kellerman (2008) has similarly guided investigation of followers' influence on leadership processes. In addition, researchers such as Alegbeleye and Kaufman (2020), Dixon (2009), Geer (2014), and Hegarty and Cusack (2016) have explored the paradox of managers playing both leader and follower roles. Such duality exists for middle managers in the varied tasks they perform—switching between roles throughout their day (Bryant & Stensaker, 2011; Kelley, 1988).…”

Section: Introductionmentioning

confidence: 99%

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Leader‐to‐Follower Transitions: Flexibility and Awareness

Falls

Allen

2020

J of Leadership Studies

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Middle managers can be both leaders and followers by virtue of their placement in the organizational hierarchy. Their position requires that they be adept at both leading and following and transitioning between the two roles. Such transitions may even occur multiple times within a single interaction with followers, peers, or top management. Ten randomly selected community college deans in the United States, representing academic middle management, were interviewed about how they differentiate between follower and leader roles, embrace a follower self‐concept, perceive their effectiveness in transitioning between follower and leader roles, and engage in the process of transitioning between roles. Findings suggested that awareness of the need to transition and the flexibility to transition were important to effectiveness as an academic middle manager. The participants seemed reluctant to embrace a follower self‐concept and primarily identified themselves as leaders. Leadership development and coaching for middle managers may benefit from increasing awareness of the need to transition between leader and follower roles to prepare middle managers for such a challenge.

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“…With the right choices and resources, Healthcare organizations have the opportunity to build the ideal competitive environment to handle the COVID-19 pandemic and beyond. Middle Managers are key components to the success of the change of the organization, can face systemic obstacles that might otherwise lead to organization failure, and take all, necessary procedures to address the current situation (Alegbeleye and Kaufman 2020 ).…”

Section: Introductionmentioning

confidence: 99%

The Contribution of Healthcare Middle Managers as Change Agents in the Era of Covid-19: Critical Review

Ahmed

Hamdan

Alareeni

2021

The Importance of New Technologies and Entrepreneurship in Business Development: In the Context of Economic Diversity in Develo

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This paper critically investigates the contribution of effective Healthcare Middle Management as change agents based on recent studies, and argues that management change in a crisis such as the COVID-19 pandemic can be well-handled by Healthcare Middle Managers, who are critical components in the stability and success of organizational transformation in a turbulent economy. With the emergence of the COVID-19 pandemic, organizations around the world have struggled to adapt effectively to change, and healthcare organization have especially suffered through subjective responses. However, these methods have been proven ineffective by recent studies. This paper critically discusses the recent literature on the contribution of Healthcare Middle Managers as change agents in organizational change during cases of crisis and uncertainty. The results have shown that supporting Middle Managers in Healthcare is crucial for creating a sense of change to other immediate and relevant parties within the organization, while minimizing unnecessary costs and losses. Consequently, this paper contributes to clarifying the problem of not engaging the Middle Managers sufficiently with Healthcare owners and directors, and addresses the problem of disregarding Middle Managers as change agents. Thereby, the paper develops management knowledge, and it creates an opportunity for researchers to test this study on quantitative and qualitative methods in any population.

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Relationship Between Middle Managers' Transformational Leadership and Effective Followership Behaviors in Organizations

Cited by 11 publications

References 42 publications

Between hope and despair sensegiving and sensemaking in hotel organizations during the COVID-19 crisis

Between hope and despair sensegiving and sensemaking in hotel organizations during the COVID-19 crisis

Leader‐to‐Follower Transitions: Flexibility and Awareness

The Contribution of Healthcare Middle Managers as Change Agents in the Era of Covid-19: Critical Review

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