The Leadership-followership Dynamic: Making the Choice to Follow

Cox, Raymond W.; Plagens, Gregory K.; Sylla, Keba

doi:10.18848/1833-1882/cgp/v05i08/51819

Cited by 16 publications

(17 citation statements)

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“…As Cox, Plagens and Sylla (2010) put it, "Leaders and followers both must have the ability to interchange their role. Meaning that the leader must be decisive and desirous of becoming the follower, and the follower must be capable as well as desirous of leading" (p. 45).…”

Section: From Person-to Role-focused Leadship and Followshipmentioning

confidence: 99%

Depersonalizing Leadership and Followership: The Process of Leadship and Followship

Malakyan¹

2015

WJSSR

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Section: From Person-to Role-focused Leadship and Followshipmentioning

confidence: 99%

Depersonalizing Leadership and Followership: The Process of Leadship and Followship

Malakyan¹

2015

WJSSR

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“…They advocate for research that acknowledges the messiness of leadership processes, and most of all, for the inclusion of followers and their perceptions of situations where leadership is in play. However, when followers' experiences have been considered, it has most often been as an afterthought in an examination of leadership (see Cox et al, 2010).…”

Section: Defining Our Terms and Positioning Our Researchmentioning

confidence: 99%

“…Followership implies an active choice accompanied by engagement and responsibility, while follower implies a reactive stance, sometimes accompanied by withdrawal (Cox et al, 2010). Aware of the critique of leadership research (Alvesson & Spicer, 2011), we recognize that all individuals involved are engaged in and share a social setting, where each individual has some level of agency, even if the leader stands out because of his or her title and control of resources.…”

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Followership in Higher Education: Academic Teachers and their Formal Leaders

Billot

West

Khong

et al. 2013

Teaching & Learning Inquiry

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The concept of followership in higher education has been given limited attention despite the fact that followers are key players in the follower/leader equation and that leadership is increasingly seen as vital to improving the student learning experience. This paper explores this concept, reporting on the findings of a qualitative study underpinned by a socioconstructivist framework. Thirty-eight narratives describing the experience of being a follower and interacting with a formal leader were collected from academic teachers in seven institutions worldwide and analysed using inductive content analysis. The richness of the narratives collected illustrates the intricate relationship formed by the followership/leadership interaction. The results affirm the premise that just as teachers are defined by their students' learning, leaders are defined by their followers' engagement. However, some teachers also display a strong reluctance towards the very idea of being a follower in academia where critical and independent thinking form the backbone of all practices. Negotiation, responsibility and mutual respect appear essential aspects of any form of followership/leadership interaction as it directly or indirectly influences student learning and

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“…In order to avoid this issue, Rost (2008) defined followership as "collaborative leadership [that] is an influence relationship among leaders and collaborators who intend significant changes that reflect their mutual interests" (p. 57). Cox et al (2010) defined followership as a "priori choice (self-conscious) of the individual in the context of his or her relationship to the nominal leader. Issues of authority and rank play little or no role in such a choice.…”

Section: Understanding Followershipmentioning

confidence: 99%

Followership: An Important Partner of Leadership

Yung

Tsai²

2013

BMH

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Followership is the mirror image of leadership. After all, an underlying truth is that leaders would be nonexistent without the support of their followers. To some extent, the relationship between leaders and followers resembles a miniature democracy. Thus, followership should be credited as leadership. The purpose of this article was to review related literature concerning followership and to draw attention to this area because it is argued that good followership serves as an important resource for organizational development. First, the definition of followership is reviewed. Next, the qualities of good followers are examined. Then a path to effective followership is suggested.

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The Leadership-followership Dynamic: Making the Choice to Follow

Cited by 16 publications

References 0 publications

Depersonalizing Leadership and Followership: The Process of Leadship and Followship

Depersonalizing Leadership and Followership: The Process of Leadship and Followship

Followership in Higher Education: Academic Teachers and their Formal Leaders

Followership: An Important Partner of Leadership

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