What does it mean to follow? An exploration of a followership profile in hospitality and tourism

Deale, Cynthia S.; Schoffstall, Donald G.; Brown, Eric A.

doi:10.1080/15313220.2016.1180964

Cited by 6 publications

(3 citation statements)

References 55 publications

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“…Bean and Hamilton, 2006 ; Bulin and Tenie, 2020 ; Deale et al, 2016 ; Fairhurst and Uhl-Bien, 2012 ; Jaques, 2010 ; Kelley, 1992 ; Kim, 2016 ; Leta and Chan, 2021 ; Lofland and Lofland, 2006 ; Maitlis and Sonenshein, 2010 ; Meisenbach, 2020 ; Meyer et al, 1998 ; Pye, 2005 ; van Vulpen et al, 2019 ; Wu et al, 2021 .…”

Section: Uncited Referencesunclassified

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: Uncited Referencesunclassified

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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“…In other words, effective followers are seen as the key to the organization. Followership has many potentials to influence leaders and organizations (Barelds et al, 2018; Deale et al, 2016). Followers prefer to follow the leaders who have close relationships with them (Kniffin et al, 2014; Notgrass, 2014).…”

Section: Discussionmentioning

confidence: 99%

The Importance of Followership in Human Resources

Chung¹,

Chung²

2021

Perf Improvement Qrtly

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Leaders have taken the center stage of leadership for many years; researchers start to point out the transition from leadership to followership. When people discuss leadership, they should consider followership because leadership does not occur if followership does not follow. Characteristics and behaviors of leadership and followership are variables of followership, and they can influence followership outcomes. Followership provides a new way for people to think about leadership and helps people understand what a follower should or should not do to be an effective follower. To examine what makes followership important and how followership influences human resources, this literature review conducted searches for relevant followership research within the field of human resources. The details of documents by year, records per year by source, documents by country/territory, and documents by subject area were identified and summarized.

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“…In essence, subordinates' followership behaviour is reflected in their thinking about problems from the position of leaders, giving full assistance and actively participating in activities, showing strong support for leaders' work (Brumm and Drury, 2013; Farooq et al ., 2018) and trying to improve the innovation performance of the organisation. In other words, active followership behaviour can lead to employees' positive attitudes and reactions, which can result in them working harder and being more dedicated to the work of the leaders while also helping the organisation succeed (Deale et al ., 2016). Therefore, followership behaviour may function as a sort of intermediary bridge between LMRs and employees' innovative behaviour.…”

Section: Introductionmentioning

confidence: 99%

How does a good leader–member relationship motivate employees' innovative behaviour?

Fan,

et al. 2023

LODJ

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PurposeEnterprise innovation depends on the innovative behaviour of employees. The relationship between leaders and employees has a significant impact on employees' attitudes and behaviours. Therefore, it is of great practical significance to explore how a good leader–member relationship (LMR) motivates employees' innovative behaviour.Design/methodology/approachBased on 316 questionnaires completed by the members of 53 organisations, SPSS 25.0, Mplus 8.0 and HLM 6.08 were used to analyse the internal mechanisms of LMRs and employees' innovative behaviour.FindingsThe study identified the following findings: first, LMR was positively correlated with employees' innovative behaviour; second, perceived supervisor support and followership behaviour played mediating roles between leader–member relationship and employees' innovative behaviour and third, organisational political climate was negatively correlated with employees' innovative behaviour and played a moderating role in the relationship between LMR and employees' innovative behaviour.Originality/valueThe results of this study have clarified the transmission mechanism between LMRs and employees' innovative behaviour while providing useful references for improving the effectiveness of human resource management in organisations.

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What does it mean to follow? An exploration of a followership profile in hospitality and tourism

Cited by 6 publications

References 55 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

The Importance of Followership in Human Resources

How does a good leader–member relationship motivate employees' innovative behaviour?

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