I follow, therefore I lead: A longitudinal study of leader and follower identity and leadership in the marines

Peters, Kim; Haslam, S. Alexander

doi:10.1111/bjop.12312

Cited by 19 publications

(15 citation statements)

References 42 publications

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“…Hospital leadership that is able to build a reserve of organizational slack would not be "heroic," but rather a leadership team able to motivate employees to achieve their fullest potential. In a study of Marines, individuals that were seen as part of the group and willing to follow were rated as more effective leaders (20). This is also consistent with D'Aunno and Gilmartin's conclusion "that leadership is positively and significantly associated with individual and group satisfaction, retention and performance" (19).…”

Section: Leadership Strengthsupporting

confidence: 67%

The application of organizational slack to hospital system responsiveness during the COVID-19 pandemic

McHugh¹,

Cross²

2021

J Hosp Manag Health Policy

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Introduction/backgroundIn the first few weeks of the novel coronavirus disease 2019 (COVID-19) pandemic, some hospital capacity models predicted that hospital bed capacity may need to double in hard-hit areas like New York state (1). In Houston, a surge of COVID-19 infections starting in June created challenging capacity issues (2). In one particular hospital, the percent of hours that the hospital's emergency department was on diversion, over a similar 8-day period, grew from 2% in 2019 to 58% of the time in 2020 (2). Hospitals adopted creative means to expand capacity. In one such example, Northwell Health, a hub-and-spoke system in the greater New York City area, was able to expand capacity by 50% in just two weeks by building bed units in auditoriums and conference rooms (1). Other hospitals developed protocols to reallocate patients across sites in the same system. The swiftness with which COVID-19 spread among communities required hospitals to be especially nimble, creative and innovative, and resourceful in order to respond and keep patients, staff and communities safe.The demands that the pandemic forced on the healthcare

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Section: Leadership Strengthsupporting

confidence: 67%

The application of organizational slack to hospital system responsiveness during the COVID-19 pandemic

McHugh¹,

Cross²

2021

J Hosp Manag Health Policy

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“…It must be emphasized that PDs must look after themselves to ensure their own well-being because trainees are uniquely vulnerable to their PD’s well-being. Weak leadership begets weak followership, which, in turn, robs opportunities to observe effective leadership and personal growth [23, 24].…”

Section: Main Textmentioning

confidence: 99%

The ecology of program director leadership: power relationships and characteristics of effective program directors

2019

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BackgroundProgram directors are often perceived as strong and independent leaders within the academic medical environment. However, they are not as omnipotent as they initially appear. Indeed, PDs are beholden to a variety of different agents, including trainees (current residents, residency applicants, residency alumni), internal influencers (departmental faculty, hospital administration, institutional graduate medical education), and external influencers (the Accreditation Council for Graduate Medical Education (ACGME), medical education community, and society-at-large). Altogether, these agents form a complex ecosystem whose dynamics and relationships shape the effectiveness of program directors.Main bodyThis perspective uses management theory to examine the characteristics of effective PD leadership. We underline the importance of authority, accessibility, adaptability, authenticity, accountability, and autonomy as core features of successful program directors. Additionally, we review how program directors can use the six power bases (legitimacy, referent, informational, expert, reward, and coercive) to achieve positive and constructive change within the complexity of the academic medical ecosystem. Lastly, we describe how local and national institutions can better structure power relationships within the ecosystem so that PD leadership can be most effective.ConclusionKeen leadership skills are required by program directors to face a variety of challenges within their educational environments. Understanding power structures and relationships may aid program directors to exercise leadership judiciously towards fulfilling the educational missions of their departments.

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“…More specifically, we focus on athletes' leadership quality as perceived by other team members, as it is the perceptions of others that will ultimately determine whether, and with what degree of enthusiasm, team members follow their leader . Indeed, for this reason perceived leadership quality is a much better proxy for leader effectiveness than leaders' self‐reports or the observations of third parties (see the work of Peters and Haslam for a discussion).…”

Section: Introductionmentioning

confidence: 99%

Standing out from the crowd: Identifying the traits and behaviors that characterize high‐quality athlete leaders

Fransen

Haslam

Steffens

et al. 2020

Scandinavian Med Sci Sports

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Objectives An emerging body of evidence indicates that, in addition to the coach, athlete leaders within a team are vital for a sports team's success. Sports teams are therefore keen to know which attributes are distinctly characteristic of high‐quality leaders on and off the field. The present study aims to shed more light on this question. Method A wide variety of traits and leadership behaviors was assessed in a sample of 776 athletes, stratified across gender, competitive level, and four sports. The leadership quality of each of the athletes (ie, as task, motivational, social, and external leader) was determined on the basis of the perceptions of teammates using social network analysis. Results Findings revealed that leadership behaviors outweighed personality traits in distinguishing high‐quality leaders from others on and off the field. Providing identity leadership that creates, embodies, advances, and embeds a collective sense of “us” in their teams was found to be a particularly important leadership behavior that characterized high‐quality leaders both on and off the field. Conclusion The fact that leadership behaviors were important predictors of high‐quality athlete leadership (and more important predictors than traits) suggests that leaders are not just born, but can also be made. Our findings therefore highlight the clear need for leadership development programs to target the behaviors that we identified as important predictors of leadership.

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I follow, therefore I lead: A longitudinal study of leader and follower identity and leadership in the marines

Cited by 19 publications

References 42 publications

The application of organizational slack to hospital system responsiveness during the COVID-19 pandemic

The application of organizational slack to hospital system responsiveness during the COVID-19 pandemic

The ecology of program director leadership: power relationships and characteristics of effective program directors

Standing out from the crowd: Identifying the traits and behaviors that characterize high‐quality athlete leaders

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