His current research is directed toward understanding follower expectations and perceptions of leaders, and their consequences to the relationship. Specifically, he has recently been studying the sources of evaluation of leaders, including gender. He also is author of many chapters and papers on leadership.
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Models Of Educational Leadership
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The study of followership is an emerging area within the leadership field that helps explain outcomes. Specifically, followers play important individual, relational, and collective roles in organizational failures and successes. The term follower can be used as a personality type, as a position in a hierarchy, as a role, or as a set of traits and behaviors. Studies of followership have produced various theories including trait, behavioral attributes, role, and constructionist theories in addition to exploring myths or misunderstandings about followership.
Military perspectives on good followership includes behaviors such as: knows themselves and seeks self-improvement, is technically and tactically proficient, complies with orders and initiates appropriate actions in the absence of orders, develops a sense of responsibility and takes responsibility for own actions, makes sound and timely decisions or recommendations, sets the example for others, is familiar with their leader and his job, and anticipates his requirements, keeps leader informed, understands the task and ethically accomplishes it, a team member, not a yes man.
Army has produced a new military doctrine called mission command that highlights the role of followers. In order to exercise mission command appropriately, commanders must embrace the principles of followership to succeed. It is vital to understand that, without effective followers in nursing, our leaders face severe limitations. Current leaders and educators must share and promote the vision of enlightened followership if nursing is to achieve its potential.
Effective followership training in the classroom is challenging because of media messages that preference leadership, internal schemas held by students that ignore followership, and cultural biases against it. Undergraduate and graduate students have been resistant to the idea of followership and followership has been interpreted as leadership poorly enacted or as settling for a lesser position.
In recent years, attitudes have begun to change and students have noted that following is an expected, healthy part of a reciprocal relationship in social media and that it did not carry negative connotations. Although a student's contribution in the classroom has such high significance, the college admissions system has yet to find a way to recognize and reward students who have continuously made these contributions.
Given that outstanding classroom contributions have been ignored, yet play such a vital role, it is the responsibility of the college admissions system to find a way to identify them. In the context of franchising, the franchisee could be seen as a follower because he or she accepts the franchisor's business idea and enables the franchisor's goal achievement through the individual franchise operations.
In hospitality and tourism, being an effective follower is important for achieving the service-oriented goals of many operations. It has been suggested that incorporating followership into training and education in intentional, purposeful ways could assist operations in hospitality and tourism. It is the first such academic or practice community devoted to the study of followership. Baldasar Castiglione wrote about followers, following and followership in The Book of the Courtier in In the modern era, followership research began with Mary Parker Follett — who believed that all individuals, regardless of their place in society, deserved respect.
Not only were many of her ideas rejected in the s and s, later theorists also paid limited recognition to her work. Follett's writings have also been underappreciated in contemporary research, despite the fact that her work served as a prelude to many of the developments in the management literature and are still considered timely and insightful by many.
They proposed that the qualities associated with leadership and followership were interdependent. In the W. Participants included researchers and practitioners mentioned in this article including Robert Kelley, Barbara Kellerman and others. In addition to focusing on the elevating aspects of followership, research was introduced on the problematic aspects of followership including the work of Thomas Blass on the famous Stanley Milgram experiments on obedience and by Jean Lipman-Blumen on why we follow toxic leaders.
Both of these entities are continuing with this work. Missing from the present research are additional critical components of followership such as the ability to convert strategies into actions that deliver on the actual intent. Followership theory offers promise for reinvigorating leadership research in rich new ways: . Robert Kelley proposes seven areas for further followership research: .
Chaleff calls for a similar focus for research on susceptibility to extremism and the use and development of assessments to help people understand their own tendencies in order to pre-empt their expression in the presence of toxic leaders.
Leader-Follower Relations and the Dynamics of Inclusion and Idiosyncrasy Credit
Anubha M Walia in her research in India Delhi NCR region on Followership and leadership styles in manufacturing and services sectors deduced that the followership means the role that subordinates plays show support for their leader. Its been perceived that followers cannot be followers without their leaders. Other behavioral traits of effective followership that have been proposed include: a belief in the importance of being a good follower, looks beyond themselves, values their own independence, follows while offering up ideas, self-motivated and self-directed, displays loyalty, considers integrity of paramount importance, functions well in change-oriented environments, functions well on teams, thinks independently and critically, gets involved, generates ideas, willing to collaborate, willing to lead initiatives, develops leaders and themselves, stays current, anticipates, drives own growth, and is a player for all seasons.
The traditional notion that leaders are active and followers are passive is mistaken and contributes to misconceptions about the organizational functions of superiors and subordinates. Behaviorists now recognize that active followers influence leaders at every level of the hierarchy, and that leadership itself is a process, not a person.
From Wikipedia, the free encyclopedia. The Leadership Quarterly. Journal of Leadership Education. Special 4 : 15— Harvard Business Review. Koonce, M. Bligh, M. Hurwitz Eds. Followership in action: Cases and commentaries pp. Bingley, England: Emerald. In LaPierre, L. Followership: What is it and why do people follow? The Journal for Quality and Participation. Special 4 : 21— Holistic Nursing Practice. Journal of Korean Academy of Nursing Administration. The leadership challenge 5th ed.
A very short, fairly interesting and reasonably cheap book about studying leadership 2nd ed. Leadership is half the story: A fresh look at followership, leadership, and collaboration. Management Teaching Review. In Riggio, R. The art of followership: How great followers create great leaders and organizations. Followers' preferences for leaders behavioral characteristics: A case study of franchise restaurants.
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Related Inclusive Leadership: The Essential Leader-Follower Relationship (Applied Psychology Series)
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