The Essence of Followership

Khan, Sajjad Nawaz; Busari, Abdul Halim; Abdullah, Siti Mariam

doi:10.4018/978-1-5225-4996-3.ch006

Cited by 7 publications

(7 citation statements)

References 31 publications

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“…Thus, social exchange theory is supposed to explain positive exchange relationship between leadership and nurses. The study conducted by Iqbal, Fatima and Naveed (2020) stated that so as to enhance performance of nurses increase in salary and promotion is passing tactic but acknowledgement and recognition is mandatory which is non-monetary factor to enhance nurses' performance (Khan, Busari & Abdullah, 2019). The leadership is found to have positive effect on motivating, stimulating the nurses in health sector to improve the quality of their services and performance level.…”

Section: Introductionmentioning

confidence: 98%

Mediating Role of Trust in Linking Transformational Leadership Style and Nurses’ Performance

Mughal

2023

GUJR

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This study aimed at investigating indirect effect of trust between leadership style and nurses performance. Population of this study was nurses working in the Qassim province in public and private sector hospitals and primary health care centers. Non-probability convenience sampling technique was used to select sample. Total 100 completed questionnaires were received and used in statistical analysis. Reliability analysis found that questionnaires used in the study were found reliable. Moreover, trust partially mediated between idealized influence behavior attribute of the leadership while fully mediated between other attributes of the transformational leadership and nurses’ performance. It is concluded that leadership in hospitals & primary health care centers should create strong bond with nurses and win their trust to boost nurses’ performance. It is imperious for hospital management to develop better relationship to brings better outcomes. Therefore health practitioners take benefits from this study finding. The trusted leaders’ have high leadership effectiveness and they retain the productive workforce. It is recommended for the future studies to use other leadership styles as the predicting variable such as servant leadership, distributed and Ihsan based leadership styles.

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Section: Introductionmentioning

confidence: 98%

Mediating Role of Trust in Linking Transformational Leadership Style and Nurses’ Performance

Mughal

2023

GUJR

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“…Specifically, Kelley (1992) conceptualized different followership styles as rather stable behavior patterns based on the interaction of the followers’ active engagement (AE) in the leadership process and their independent, critical thinking (ICT) toward their leader. The notion of stable followership behaviors was also echoed by subsequent approaches to followership styles, such as Kelley (2008) , Khan, Busari & Abdullah (2019) , or Uhl-Bien et al (2014) . However, prior studies on Kelley‘s proposed followership behaviors 1 1 In the following, “followership behavior(s)” refer to Kelley ’s ( 1992 ) definition and conception.…”

Section: Introductionmentioning

confidence: 99%

“…The tradition of a classic leader-centric view ( i.e., the focus on the leader’s role and characteristics) is still dominant in the field of leadership research and practice ( Avolio, Walumbwa & Weber, 2009 ; Banks et al, 2018 ; Dinh et al, 2014 ). However, the specific roles and contributions of followers in the leadership process ( i.e., followership) have gained more attention in recent years (see, for instance, Khan, Busari & Abdullah, 2019 ; Uhl-Bien et al, 2014 ). In their integrative literature review and “Formal Theory of Followership” (FTF), Uhl-Bien et al (2014) highlighted several ways to study how followers construe and enact their follower role, and how this may affect leaders and followership outcomes ( i.e., the role-based approach to followership; see Uhl-Bien et al, 2014 ).…”

Section: Introductionmentioning

confidence: 99%

Followership styles scrutinized: temporal consistency and relationships with job attitudes and self-efficacy

Ribbat,

Nohe,

Hüffmeier

2023

PeerJ

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While followership has been repeatedly acknowledged as an important part of leadership, key questions are still awaiting empirical testing. In our two studies, we test Kelley’s prominent concept of followership styles for the first time in a longitudinal design. Specifically, we use a latent-state trait approach to examine the degree to which followership behaviors (i.e., active engagement [AE] and independent, critical thinking [ICT]) reflect rather stable or rather dynamic behaviors. Furthermore, we examine the relationships of followership behaviors with job attitudes (i.e., job satisfaction and organizational commitment) and self-efficacy in latent states cross-lagged models. We first test our hypotheses in a sample of N = 184 employees from eleven German service organizations, which were surveyed twice with a time lag of nine to 12 months. To replicate and extend our findings from Study 1, we conducted Study 2 with a sample of N = 570 participants from a German open-access panel, which were surveyed twice with a time lag of four months. In Study 2, we additionally test leader humility and perceived organizational support (POS) as potential moderators of the relationships between followership and job attitudes. While our findings support Kelley’s conceptualization of followership styles as rather consistent behavior patterns, mixed results were found for the relationships with the other variables. We discuss the theoretical and practical implications of our findings as well as the relevance of time in followership research.

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“…Our new framework (the LEADS+ Developmental Model) articulates leadership and followership practice when serving in multiple leadership roles of varying seniority. 15,16 Four styles of engagement within an AHC are described: two followership styles (essential, strategic) and two leadership styles (role-and complexity-based). We propose that advanced leadership requires fluid shifts for the Leading Self domain of LEADS, as leaders must reconceptualize themselves from a leadership/followership perspective as appropriate for given roles, organisations and context.…”

Section: Introductionmentioning

confidence: 99%

“…Considering the strengths of the LEADS framework and the need to explore new ways to encapsulate the multiple roles of leader‐follower, we set forth to build upon this prior work. Our new framework (the LEADS+ Developmental Model ) articulates leadership and followership practice when serving in multiple leadership roles of varying seniority 15,16 . Four styles of engagement within an AHC are described: two followership styles (essential, strategic) and two leadership styles (role‐ and complexity‐based).…”

Section: Introductionmentioning

confidence: 99%

LEADS+ Developmental Model: Proposing a new model based on an integrative conceptual review

et al. 2023

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BackgroundLeaders in academic health sciences centres (AHCs) must navigate multiple roles as an inherent component of their positions. Changing accountabilities, varying expectations, differing leadership capabilities required of multiple leadership roles can be exacerbated by health system disruption, such as during the COVID‐19 pandemic. We need improved models that support leaders in navigating the complexity of multiple leadership roles.MethodThis integrative conceptual review sought to examine leadership and followership constructs and how they intersect with current leadership practices in AHCs. The goal was to develop a refined model of healthcare leadership development. The authors used iterative cycles of divergent and convergent thinking to explore and synthesise various literature and existing leadership frameworks. The authors used simulated personas and stories to test the model and, finally, the approach sought feedback from knowledge users (including healthcare leaders, medical educators and leadership developers) to offer refinements.ResultsAfter five rounds of discussion and reformulation, the authors arrived at a refined model: the LEADS+ Developmental Model. The model describes four nested stages, organising progressive capabilities, as an individual toggles between followership and leadership. During the consultation stage, feedback from 29 out of 65 recruited knowledge users (44.6% response rate) was acquired. More than a quarter of respondents served as a senior leader in a healthcare network or national society (27.5%, n = 8). Consulted knowledge users were invited to indicate their endorsement for the refined model using a 10‐point scale (10 = highest level of endorsement). There was a high level of endorsement: 7.93 (SD 1.7) out of 10.ConclusionThe LEADS+ Developmental Model may help foster development of academic health centre leaders. In addition to clarifying the synergistic dynamic between leadership and followership, this model describes the paradigms adopted by leaders within health systems throughout their development journey.

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The Essence of Followership

Cited by 7 publications

References 31 publications

Mediating Role of Trust in Linking Transformational Leadership Style and Nurses’ Performance

Mediating Role of Trust in Linking Transformational Leadership Style and Nurses’ Performance

Followership styles scrutinized: temporal consistency and relationships with job attitudes and self-efficacy

LEADS+ Developmental Model: Proposing a new model based on an integrative conceptual review

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