Followership in Leadership Studies: A Case of Leader–Follower Trade Approach

Malakyan, Petros G.

doi:10.1002/jls.21306

Cited by 67 publications

(65 citation statements)

References 33 publications

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“…Engaging this support required the followers to have particular traits and knowledge. This finding aligns with studies that examine follower traits in formal employment arrangements (Campbell, Ward, Sonnenfeld, & Agle, 2008;Malakyan, 2014).…”

Section: Beyond Economic Impacts Of Festivalssupporting

confidence: 88%

Life After a Festival: Local Leadership and The Lasting Legacy of Festivals

Davies

2015

Event Management

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This article considers how local leadership capacities can be developed through locally organized festivals and argues that this skill development can be an important legacy of festivals. It draws on the case study of SnowFest, a festival held annually from 2000 to 2003 in a small rural town in New South Wales, Australia. It is argued that festivals provide a useful setting for the development of local leadership capacities. Through reviewing the events leading up to and following SnowFest it was found that seven followers learned new leadership skills through their involvement in SnowFest. Four of these followers had since moved into leadership roles in the community. The particular nature of the leadership of the SnowFest leaders was important in enabling followers to develop their own leadership skills. The article contributes to the growing body of scholarly work that argues the impacts and benefits of locally organized festivals can extend beyond the spatial and temporal limits of the festival event and therefore beyond the scope of typical evaluation tools. The findings of this study are particularly relevant to small rural communities that are negotiating major socioeconomic changes, where effective local leadership has been identified as being crucial to the success of bottom-up community adaptation initiatives.

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Section: Beyond Economic Impacts Of Festivalssupporting

confidence: 88%

Life After a Festival: Local Leadership and The Lasting Legacy of Festivals

Davies

2015

Event Management

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“…Its essence is conveyed below. Malakian (2014) refers to thirteen leadership approaches and points out how each of the studies omits the follower dynamic in its thesis:…”

Section: Literature Reviewmentioning

confidence: 99%

An archival review of preferred methods for theory building in follower research

Feldman

2018

SAJEMS

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Aim: The purpose of this research was to delineate methodological trends in articles published both internationally and locally that will reveal the extent of new theory building. Setting: The research strategy and methodology examined trends in theory building over a 52-year period (1962–2014). Method: An archival review of the published literature was conducted and each article was examined to identify the general research method employed. The chi-square test was used to determine whether there is a significant difference between the expected frequencies and the observed frequencies in one or more of four categories. Results: The archival data indicate that articles published over the past 52 years in major international and South African journals are skewed towards quantitative and conceptual research. This implies that researchers in leadership studies employed qualitative and mixed methodologies in their work less often than quantitative and conceptual methodologies. Conclusion: This trend has implications for the development of leadership-followership research. Research methods should be used with mindfulness, with qualitative methods being used to observe social and human problems, followed by quantitative methods to test inductively formulated followership theories. It is particularly important, in the context of diverse cultures, to note that local attempts to formulate authentic theory development will remain difficult and unsuccessful until endogenous management systems are established and institutionalised. This is very important for scholars who believe that an affinity for qualitative methodology affords the opportunity for emic research rather than merely for testing theories and constructs that may not capture local followership phenomena.

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“…As the leadership research progressed during the second half of the twentieth century from the leader (trait, skill, style) to consideration of the follower and context (situational leadership, contingency and path-goal theories), the leader-member exchange (LMX) theory (Dansereau, Graen, & Haga, 1975;Graen & Uhl-Bien, 1995) took another step toward the conceptualization of leadership as a process in leader-follower interactions and dyadic relationships (Northouse, 2013, p. 161), despite the fact that the in-group and out-group concepts were still leader-focused (Malakyan, 2014). Team, shared, collective, and distributed leadership furthered the understanding of group and leader-follower exchange in the leadership processes (Fisher, 1985;Hackman, 2002;Pearce & Conger, 2003;Avolio, Walumbwa, & Weber, 2009).…”

Section: A Theoretical Review Of Leadership Researchmentioning

confidence: 99%

“…Not shockingly, most people are not interested in followership. Most universities do not teach followership, and most leadership programs do not include followership courses in their curriculums (Malakyan, 2014). This means that the university students are not prepared to exhibit courageous followership behaviors to disobey unethical authorities or refuse to follow toxic leaders.…”

Section: Followership Dilemma In Researchmentioning

confidence: 99%