Followership Styles Research Articles

Harnessing Followership to Empower Graduate Medical Education Trainees.

Followership is the leadership practiced by individuals who are in positions of responsibility without authority, whereby they exert their influence to help execute the vision of their leaders. The central principle of followership is a commitment to actively support leaders and organizations. Without effective followers, organizations flounder, decision-making lies only at the top echelons, and plans are either incompletely executed or not executed at all. In this perspective, we introduce the concept of followership as an important part of leadership development. We explore pedagogical methods for teaching graduate medical education (GME) trainees the followership tenets of service, assuming responsibility, and challenging leadership as necessary skills to achieve partnership with their leaders. We argue that developing followership skills, specifically partnering skills, can help trainees excel as leaders and attendings. GME trainees who practice effective followership take initiative by co-managing their patients with their attendings. By displaying both willingness to serve and challenge their leaders, they add to the success of the whole unit. Followership is a skill that can be learned. Learners should reflect on their own followership style and identify areas for flexibility and growth. Those seeking to become partners should solicit explicit feedback, observe their role models, and seek opportunities to role play situations that highlight the difficulties of followership. Partnership allows for development of a space between leaders and followers to experience empathy, reward ownership, and grow leaders.

“Followership” - The Missing Puzzle in Educational Leadership Research

Over the past three decades, many scholars have begun to view followers as assets in understanding leadership. However, limited studies have explored the potential impact of followership on educational leadership, particularly in school settings. Therefore, the goal of this paper is to review the teachers’ followership styles in literature from 1997 to 2018 in school settings with reference to the Kelley Followership Model. The findings have shown that most of the teachers are categorised as exemplary followers. This group of teachers acquired high scores in independent critical thinking skills and are actively engaged in school activities. Exemplary teachers may equip schools to improve and sustain their performance. Good followership can be strengthened by dyadic relationships between leaders and followers. This relationship is imperative as it shapes the development of pragmatic strategies that help to promote leadership effectiveness. The results benefit both school leaders and teachers in recognizing the value to cultivate a dignified leader-follower relationship.

Followership and the Relationship Between Kelley’s Followership Styles and the Big Five Factor Model of Personality

This research determined the relationship between an individual’s personality traits and followership characteristics. Using Kelley’s Followership Questionnaire, which measures active engagement and independent thinking, and the Mini-International Personality Item Pool (IPIP) personality test, which measures Big Five personality levels of extraversion, neuroticism, agreeableness, conscientiousness, and openness to experience, we collected data from 238 full-time working adults in the United States. The data indicates a positive relationship between the personality characteristics of extraversion, agreeableness, conscientiousness, and openness to experience with the followership attributes of active engagement and independent thinking. Neuroticism was negatively correlated to both active engagement and independent thinking.

Processes and outcomes in three-dimensional match and mismatch circumstances in respect of leadership styles, followership styles and situational demands in business organisations in papua new guinea

This paper analyses leadership styles, followership styles and situational demands in selected state owned enterprises (SOEs) and private enterprises (PEs) in Papua New Guinea with the help of responses of selected superiors (leaders) and subordinates (followers) respondents. It also deals with the match and mismatches circumstances of leadership-followership styles and situational demands and the outcomes in both match and mismatch circumstances. It offers suggestions for establishing match among leadership and followership styles and situational demands in order to maximise the use of human potentialities and maintain congeniality in the organizations.

VALIDASI INSTRUMEN FOLLOWERSHIP MODEL KELLEY VERSI INDONESIA

This study aimed to describe the psychometric properties of the Followership measurement. The participants of the research were 377 of employees with range of 16 - 59 years old. The research used internal consistency of Alpha and construct validity with Confirmatory Factor Analysis (CFA), convergent validity, and discriminant validity. The results were high internal consistency reliability of Indonesian Kelly’s followership styles (α = 0.882), and good fit indexes of modified two factor model (activity and independent), and finally showed the positive correlation to ledadership, work engagement, and religiosity measures.

The Relationship Between Followership Styles and Leadership Styles

This study aimed at identifying patterns of the followership styles and their relation to the leadership styles of academic leaders as perceived by faculty members in public and private universities in northern Jordan. The researchers used the descriptive correlation approach. The Kelley’s scale was adopted for the followership styles, and stellar’s leadership scale for leadership styles. The study instruments were administered to a stratified random sample of 304 faculty members at (Yarmouk, JUST, Al-Bayt, Philadelphia, Ajloun Private University, Jerash Private University and Irbid Private University). The validity and reliability of the study tools have been verified. Chi-Square Goodness of Fit was employed to compare the expected with the observed distribution of frequencies. The results showed that the Exemplary followership type was the highest observed, followed by the pragmatic pattern and finally the Alienated and the Passive pattern. The results showed that the most prevalent leadership styles are the empowering, democratic, and autocratic. Study results also showed that there were no statistically significant differences between the leadership and the followership styles.

The relationship between followers’ perceived quality of relationship with the leaders and followership style

The relationship between followers’ perceived quality of relationship with the leaders and followership style

Leader Member Exchange (LMX) and Followership Styles

The Leader Member Exchange (LMX) often has more ramifications for organizational results than a leader trait or behavior. LMX theory studies the quality of the relationship between the leader and each individual follower in a work unit. In certain instances, the styles of followers’ is an ancestor for the formation of high-quality LMX relationships. Five styles of followership styles have been described as alienated, conformist, passive, exemplary and pragmatic based on two behavioral dimensions of independent critical thinking and active engagement. How these followership styles relate with the formation of quality of LMX is an absent field in both relationship based approach to leadership and as well as followership literature. Accordingly, this investigation was carried out to fill this gap. Based on a purposeful sampling procedure, 200 newly graduated employees were selected. The main research instruments were questionnaires. The LMX 7 questionnaire was used to collect data regarding the quality of the relationship between leaders and followers, while Kelley’s followership styles assessment and model was used to identify the followership styles of the respondents. Findings have shown that the existing level of LMX, active engagement and independent critical thinking behavior of newly graduated employees are not in a satisfactory. Further, active engagement behavior is closely linked with LMX as opposed to independent critical thinking behavior. Moreover, it was revealed that high quality LMX relationships were encountered by conformist and exemplary followership styles.

The preferred leadership and followership styles of employees in state- and privately-owned organizations in Serbia and Macedonia

The aim of the study is to determine the preferred leadership and followership styles, as well as the statistical significance of differences between those preferences among individuals employed in both state and privately owned companies in Serbia and Macedonia. Leadership and followership are important for the efficient functioning of all organizations. Leadership and followership issues are particularly important in transition countries, such as Serbia and Macedonia, where directors general of organizations are no longer appointed politically but are leaders selected according to their capacities. Nationality and type of the organization ownership, the relation between gender and position occupied by an individual within a business organization (a manager, an employee), as well as the preferred style of leadership and followership, have been analyzed. The study was carried out on the sample of 172 participants from Serbia and Macedonia. The data were collected by means of the Personal Questionnaire for Followership Styles designed by Robert E. Kelley (1998), and Fiedler’s LPC scale (Least Preferred Coworker, 1984) which was used to evaluate the preferred leadership style. The results indicate that there is no difference in the preferred leadership styles in relation to gender, nationality or positions occupied by the company employees, but there is a difference between the employees who are in the state- or in the privately-owned companies. The participants working in state owned companies prefer a permissive leadership style, i.e. relationship-oriented. The results show that most of the employees in both state- and privately-owned business organizations prefer an active followership, with statistically significant differences compared to the other followership styles. No relationship was found between gender, nationality, type of organization ownership and position occupied by the individual within a business organization, for the preferred followership style.

The Influences of Job Satisfaction and Performance on Employees Followership Styles: A Survey in the Malaysian Health Institution

The present study examined the influences of job satisfaction and job performance on followership style among employees from one of the public health institution in the Northern Malaysia. This study utilized the questionnaire method. A total of 210 respondents including the administrative staff, medical officer and nurses participated in this study. The findings presented that employees in this institution have moderately high levels of followership style (mean=3.67), job satisfaction (mean=3.67) and job performance (mean=3.37). Results presented that job satisfaction is significantly related to followership style (β=.72, p=.00); and job performance is not significantly related to followership style (β=-.11, p=.12). Thus, it is found that only job satisfaction has a significant influence on followership style among employees in this institution. This study contributed some fruitful knowledge which can be suggested to all of the Malaysian public health institution, particularly to improve the level of followership style. Implications of the results are discussed; and limitations of this study are briefly highlighted.

The nature of followership: Evolutionary analysis and review

From an evolutionary perspective, followership is puzzling because it is not clear why individuals would relinquish their autonomy and set aside their personal goals to follow those of another individual, the leader. This paper analyzes followership from an evolutionary perspective and advances three main conclusions that are not yet part of the leadership literature. First, followership evolved as a strategy to solve a range of cooperation and coordination problems in groups (e.g., collective movement, peacekeeping). Second, individuals who lack the physical, psychological, or social capital to be leaders themselves are more likely to emerge as followers. Third, followership styles, behaviors, and engagement result from (a) variations in the relative pay-offs that accrue to followers vis-à-vis their leader, (b) the adaptive goals pursued by followers, (c) the adaptive challenges that select for different followership styles, and (d) the prevailing leadership style. Together, these conclusions have several implications for followership theory, research, and practice.

Followership in complex trauma

Recent conflicts in Iraq and Afghanistan have highlighted the importance of human factors in complex trauma management. A reorganisation of trauma services in England has led to the creation of Major Trauma Centres and Major Trauma Collaboratives, with dedicated Trauma Teams. Much attention has been devoted to the role of team leader and leadership skills, with the human factor concept of followership largely overlooked. This article examines the importance of followership in the trauma team, scrutinising several different followership styles. Followership should be highlighted during trauma team training, promoting the practice of good followership to support the team leader and improve patient care.

Outsourcing an Effective Postdischarge Call Program: A Collaborative Approach.

To improve patient satisfaction ratings and decrease readmissions, many organizations utilize internal staff to complete postdischarge calls to recently released patients. Developing, implementing, monitoring, and sustaining an effective call program can be challenging and have eluded some of the renowned medical centers in the country. Using collaboration with an outsourced vendor to bring state-of-the-art call technology and staffed with specially trained callers, health systems can achieve elevated levels of engagement and satisfaction for their patients postdischarge.

2409 プロジェクト・チーム・ライフ・サイクルにおけるハイ・クォリティ・パフォーマンス達成のフォロワー・シップの事例研究(一般セッション)

2409 プロジェクト・チーム・ライフ・サイクルにおけるハイ・クォリティ・パフォーマンス達成のフォロワー・シップの事例研究(一般セッション)

Learning by Doing in Leadership Education: Experiencing Followership and Effective Leadership Communication Through Role-Play

This paper describes the implementation of a role-play exercise to illustrate the influence of followership styles and effective communication on leader-follower relationship formation and development. We provide the pedagogical theory and evidence behind using role-plays in classroom settings, followed by a literature review pertaining to leader-member relations and followership on which this role-play is based. The activity aims to fulfill multiple objectives: (a) to explain the importance of effectively managing-up the hierarchy, (b) to use effective communication skills in challenging and conflict laden situations, and (c) to expand self- awareness and explore own implicit assumptions. We further provide the session plan for using the role-play including the instructions, timing, and role handouts, and discuss potential outcomes.

In Praise of Followership Style Assessments

Even as leadership books outnumber followership books by a large factor, the social sciences and training fields have created large numbers of assessments related to leadership while leaving a near desert of followership assessments. I argue the case that followership assessments are foundational for followership development—that descriptive language for differentiated styles is needed to understand one's own followership style and the potential paths for performance improvement. The assessment I use consists of four styles: partner, implementer, resource, and individualist. I review the ways this assessment has been integrated into followership developmental initiatives to activate the potential for assessments to stimulate growth. The paper closes with an overview of additional research and developmental instruments that will be needed as the field of followership matures.

Followership styles and job satisfaction in secondary school teachers in serbia

The aim of the study was to determine the frequency of followership styles, and their connection with job satisfaction and satisfaction with extrinsic/intrinsic aspects of work in teachers. The sample included 206 secondary school teachers of three grammar and three vocational schools in three towns in Serbia. The results indicate that the most prominent followership styles were star followers (58.7%) and pragmatists (39.8%). Star followers attached greater significance to intrinsic aspects of work and reported a higher job satisfaction rate, while pragmatists placed more importance on extrinsic ones. Independent thinking correlated with intrinsic aspects of work and job satisfaction, and active participation with job satisfaction and both work aspects. The results also show that a higher degree of engagement (particularly when combined with economic satisfaction) predicted a higher level of job satisfaction. If dominant followership and motivational structures of teachers were learnt, the management of educational institutions would be improved because teachers who participate in making work decisions have a greater sense of empowerment and commitment to organizational goals. Although affected by types of personality, dominant followership structures of the teacher may be influenced during the course of professional training, thereby directing them towards the development of functional followership types.

A New Look at Transformational Leadership and Organizational Identification: A Mediation Effect of Followership Style in a Non-Western Context

THE FOLLOWER-LEADER RELATIONSHIP DOES NOT operate in a vacuum (Bjugstad et al., 2006). Since followers and leaders are linked together in interrelated roles and are dependent on each other, the importance of followers cannot be underestimated (Yukl, 2002). While organizations continue to devote time and money to the development of leadership, followership is what enables leadership to succeed (Oyetunji, 2013). The integrated model of followership and leadership styles can be applied and matched to fit different organizational cultures and goals (Kark et al., 2003). Organizations may tend to have certain predominant leaders and/or follower types and so organizations have to be able to fit the two types together (Yukl, 1989, 1998).In today's global market, companies must recognize that success or failure is a result of both leaders' and followers' roles (Bennis, 2010; Hollander & Offermann, 1990; Kelley, 1992; Oyetunji, 2013). Leadership and followership co-exist; there can be no leaders if there are no followers (Hollander, 1992; Kelley, 2008). Numerous developments in the study of leadership have made evident the practical significance of follower perceptions of the leader-follower relationship (Hollander & Kelly, 1990; Hollander, & Webb, 1955). Followers are as important as leaders, yet in management and organizational behavior literature, the focus is largely on the concept of leadership, while follower behavior is often ignored (Blanchard et al., 2009; Ekundayo et al., 2010; Hollander, 1964).This present study contributes to the literature by raising three questions. First, What are the different complements of transformational leadership behaviors that exert their influence on followers in this research context, the UAE? The second question we focus on is, What are the possible effects of these different behaviors on followers' styles in this research context, the UAE? The third is, What are the effects of such leadership behaviors and followership styles on organizational outcomes like organizational identification in this research context, the UAE? To this end, the current study develops and tests a theoretical model (see Fig. 1) to explore individual-focused and group-focused transformational leadership behaviors, as well as followers' style and their impact on organizational identification.A comprehensive revision of the literature of the different variables of the study is first presented. Second, I present the research model and hypotheses development. The research methodology is discussed later. Last, the research results, the implications and a future research agenda are described.Theory and literatureTransformational leadershipTransformational leadership is one of the most prevalent approaches to understanding individual, group and organizational effectiveness (Bass, 1997). Transformational leadership is a multifaceted construct (Podsakoff & MacKenzie, 1994; Podsakoff et al., 1990, 1996; Yukl, 1989). It displays certain types of behavior that imply that the motivational basis of transformational leadership is a process of changing the way followers envision themselves (see Lord & Brown, 2004; Shamir et al., 1993) either as unique persons with distinctive needs or as passionate members of a social group whose obligations align with the obligations of the group (Tajfel & Turner, 1986).Individual-focused transformational leadership behaviorsIndividual-focused leadership suggests that effective leaders vary their behavior on the basis of followers' individual differences (e.g. abilities and their behavioral styles) (Podsakoff et al., 1990; Rafferty & Griffin, 2004; Wu et al., 2010). Two components of transformational leadership behaviors-individualized consideration and intellectual stimulation-focus on individuals' needs, capabilities and affective states, rather than on their collective interests (Kark et al., 2003; Wu et al. …

The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development

The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development Professor Derrick J Neal1, Mr Petros S Boutselis, Mr Jim Bennett Abstract Using the Kelley (1992) Followership Style instrument this study explores the role and perceptions of Followership within the UK Ministry of Defence. In particular, within the Armed Services and the Civil Service it was apparent from the literature that only the RAF formally recognised the role of Followership within their Leadership staff development programmes, hence the research aimed to see whether this was reflected in self-perceptions of Followership Style and the extent to which it is applied within the organisation. The analysis concluded that the analysed sample (298 responses) produced an atypical profile compared to other studies that have used the instrument. The RAF showed statistically significant higher scores than the other Armed Services or the Civil Servants and scores increased with Rank/Grade. The analysis also highlighted that the individuals seemed not to be recognised as good Followers by their leaders, they appeared not to recognise their reports as good Followers and in all cases the organisation seemed not to recognise their value. These aspects provide scope for further research to better understand the organisational culture, processes and practices that appear to act as a barrier to the extraction of the benefits of having good Followers even in an area where Star Followers dominate. Full Text: PDF DOI: 10.15640/smq.v3n4a1

Comparison of Rwandan and American Followership Styles

Leadership research is plentiful and multifaceted yet followership, an essential component in leadership, attracts little research attention. This research paper measures followership styles in two cultural contexts: American and Rwandan. Although cultural aspects of followership have been studied to some extent, the literature in this area is lacking. Data are collected from two organizations of similar size and function, one in Rwanda, and the other in Oregon, USA. It is hypothesized that Americans’ cultural preferences influence followers to favor critical thinking and active engagement while Rwandan cultural preferences predispose followers to less critical thinking and less active engagement. Results of the research show no significant difference between the cultures on critical thinking and active engagement. However, followership type is significantly different by country. Kelley’s (1992) followership survey and the organizational contexts are probed for possible reasons that no significant differences were found between critical thinking and active engagement, while power distance is seen as the main reason for the difference in followership type. Presently little research has been dedicated to the cultural effects on followership and organizations that work internationally would benefit greatly from a deeper understanding of cultural effects on followership.