Conceptualising followership – a review of the literature

Abstract

Despite growing attention in professional and academic literature, a commonly accepted definition of followership does not seem to have emerged. The authors nevertheless explore some of the implications of followership definitions to date and build on these to offer one of their own. A review of the literature ensues, highlighting descriptive and prescriptive behavioural typologies, and situational theories. The paper argues that understanding the concept of followership better is likely to improve training and organizational performance and concludes with suggestions for future research and some implications for leadership/followership development.

Teaching Leadership Critically: New Directions for Leadership Pedagogy

“…Yet many followership studies continue to adopt a functionalist framework, underestimating and/or taking power differentials for granted (Crossman and Crossman, 2011). Accordingly, 'Followership is a relational role in which followers have the ability to influence leaders and contribute to the improvement and attainment of group and organizational objectives.…”

The evolving field of entrepreneurial leadership: an overview

“…First, as Stead and Hamilton (Chapter 4) and Harrison et al (Chapter 19) in this Handbook make clear, it perpetuates a patriarchal view of leadership at odds with the emerging post-heroic schools of leadership. Second, this plays down the role of followers in defining the leadership condition (Crossman and Crossman, 2011). A number of our contributors have followed Renko et al (2015) in highlighting the role of followers in entrepreneurial leadership, but it remains the case that in leadership studies more generally there has been relatively little consideration of the role of the follower and the dynamics of follower-leader interaction as a process of social and relational interaction (Kelley, 1992;Uhl-Bien et al, 2014;Grint, 2001).…”

The Interpersonal Pollution and its Effect on Group Members’ Well-Being, and on Culture of Unity in Organizational Context

“…Although the role of the followers has been studied less than that of the leaders, their role in the leadership process is now obviously important (Baker, 2007;Boccialetti, 1995;Carsten et al, 2010;Carsten, Uhl-Bien, 2013;then Cornelis, 2012 andCamps et al, 2012, as cited in Crossman, Crossman, 2011;Den Hartog, Koopman, 2005;Hollander, 1992;Hollander, Offermann, 1990;Keller, 1999;Lord, Brown, 2004;Meindl, 1995;Nye, 2005;Offerman et al, 1994;Sy, 2010;Uhl-Bien, 2005;Uhl-Bien, Carsten, 2007;and Yukl, 2005). Following a review of the literature on "followership", Baker (2007) suggests that the defi nitions of "followership" are better seen as relational roles, a perspective shared by Kelley (1998, cited in Crossman, Crossman 2011.…”