Integrating Followership Into Leadership Programs

Hurwitz, Marc; Hurwitz, Samantha

doi:10.1002/yd.20396

Cited by 5 publications

(3 citation statements)

References 13 publications

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“…In other words, the effectiveness of DIKLAT-PIM should be measured through the ability to self-evaluate the performance. Recent studies are still concerned about this (Hurwitz & Hurwitz, 2020;Lou et al, 2018;Seidle et al, 2016). This current study then demonstrates its contribution to the extant literature by providing an interpretative result on how important selfevaluation is for alumni performances.…”

Section: Measuring the Post-training Effectiveness Of New Training Pr...supporting

confidence: 56%

Measuring the Post-Training Effectiveness of New Training Programs: A Study on DIKLAT PIM Reformer Model

Kamis¹,

Jabid²,

Rajak³

et al. 2022

Society (Bangka. Online)

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Studies have shown indications of performance improvement due to a training program. In the public sector, this program is highly expected to impact how the officers can demonstrate their capacity to perform their duties well. This program includes a new leadership education and training program called DIKTLAT PIM Model Reformer. This study was aimed at contextually examining the effectiveness of this new model of a training program. This study demonstrated how the basic rule (Regulation of the Head of State Administration Agency Number 13 of 2013 concerning Guidelines for Organizing Level IV Leadership Education and Training) on post-training evaluation was conducted. This current study’s novelty lies in its use of the grounded theory method as an evaluation approach for post-training effectiveness. This current study used the Grounded Theory Method (GTM) and focused on alumni training at the Municipality of Tidore Islands, North Maluku, Indonesia. The results indicated several aspects identified and defined by the alumni concerning the new training program model. The aspects include effectiveness and efficiency improvement, competency measures, leader morality and professionalism, teamwork, source financing, and performance evaluation. This current study enabled its basic regulation on measuring the effectiveness of the training program—DIKTLAT PIM Model Reformer. Future studies are also proposed to overcome this study’s weakness.

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Section: Measuring the Post-training Effectiveness Of New Training Pr...supporting

confidence: 56%

Measuring the Post-Training Effectiveness of New Training Programs: A Study on DIKLAT PIM Reformer Model

Kamis¹,

Jabid²,

Rajak³

et al. 2022

Society (Bangka. Online)

View full text Add to dashboard Cite

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“…Prior empirical research tends to examine traits related to leadership and followership separately. However, by looking at leader- and follower-related traits together, new insights can be gleaned (Hurwitz & Hurwitz, 2015). For instance, in this research, we highlight how—in addition to simply distinguishing between desirable and undesirable traits—traits identified by prior research on implicit leadership and followership theories can also be classified as those focusing on agency, competence, and warmth.…”

Section: Discussionmentioning

confidence: 99%

Should I lead? An intrapersonal perspective on the Asian–White leadership gap.

Kim¹,

Shen²,

Evans³

2021

Canadian Journal of Behavioural Science / Revue canadienne des

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Despite being seen as a "model minority," Asian Americans remain underrepresented in organizational leadership roles in North America. The existing and limited research on this topic has primarily focused on external barriers to Asians' advancement (e.g., discrimination); however, little is currently known regarding potential internal barriers that this group may also experience-and why they may arise. Across two crosssectional survey studies using undergraduate student samples (Study 1: n Asians = 205, n Whites = 290; Study 2: n Asians = 105, n Whites = 176), we consistently found that Asian Canadians reported lower affective motivation to lead and leadership self-efficacy compared to their White Canadian peers. Integrating intrapsychic versus social structural perspectives on group differences in leadership with research on implicit leadership and followership theories to explore potential explanations, these differences appeared to be driven by intrapsychic processes (i.e., personal views of the self) rather than social structural influences (i.e., metastereotypes or how others stereotype one's racial group); however, both traits typically associated with leaders and followers seem to play a role in this process. Specifically, Asian Canadians had lower self-perceptions on agency-related traits associated with followership (i.e., more conforming), in line with commonly held stereotypes about Asians, and lower self-perceptions on competence-related traits associated with leadership and followership (i.e., less intelligent and more incompetent), counter to prevalent stereotypes about Asians. Overall, this exploratory research substantiates that Asians in North America may also face significant internal barriers to pursuing leadership roles and uncovers additional complexities that warrant future examination. Public Significance StatementAsians are currently underrepresented in North American leadership roles. We explore whether this Asian-White leadership gap may be due, in part, to Asians' greater hesitancy in pursuing leadership roles than their majority group counterparts and why this occurs. Asian Canadian students were less motivated to lead and confident in leading than White Canadian students, and this may be because Asian Canadians perceived themselves as more conforming and less competent compared to how White Canadians viewed themselves.

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“…Thus, according to the FTF ( Uhl-Bien et al, 2014 ), followership either describes the role enactment from a predefined follower rank or position, or reflects an individual’s actual act of following in a social interaction process. While the co-construction approach to followership is a rather novel approach within the field of followership research, the role-based approach has been developed over several decades (see, for instance, Chaleff, 1995 ; Hurwitz & Hurwitz, 2015 ; Kelley, 1988 ; Kelley, 1992 ).…”

Section: Introductionmentioning

confidence: 99%

Followership styles scrutinized: temporal consistency and relationships with job attitudes and self-efficacy

Ribbat,

Nohe,

Hüffmeier

2023

PeerJ

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While followership has been repeatedly acknowledged as an important part of leadership, key questions are still awaiting empirical testing. In our two studies, we test Kelley’s prominent concept of followership styles for the first time in a longitudinal design. Specifically, we use a latent-state trait approach to examine the degree to which followership behaviors (i.e., active engagement [AE] and independent, critical thinking [ICT]) reflect rather stable or rather dynamic behaviors. Furthermore, we examine the relationships of followership behaviors with job attitudes (i.e., job satisfaction and organizational commitment) and self-efficacy in latent states cross-lagged models. We first test our hypotheses in a sample of N = 184 employees from eleven German service organizations, which were surveyed twice with a time lag of nine to 12 months. To replicate and extend our findings from Study 1, we conducted Study 2 with a sample of N = 570 participants from a German open-access panel, which were surveyed twice with a time lag of four months. In Study 2, we additionally test leader humility and perceived organizational support (POS) as potential moderators of the relationships between followership and job attitudes. While our findings support Kelley’s conceptualization of followership styles as rather consistent behavior patterns, mixed results were found for the relationships with the other variables. We discuss the theoretical and practical implications of our findings as well as the relevance of time in followership research.

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Integrating Followership Into Leadership Programs

Cited by 5 publications

References 13 publications

Measuring the Post-Training Effectiveness of New Training Programs: A Study on DIKLAT PIM Reformer Model

Measuring the Post-Training Effectiveness of New Training Programs: A Study on DIKLAT PIM Reformer Model

Should I lead? An intrapersonal perspective on the Asian–White leadership gap.

Followership styles scrutinized: temporal consistency and relationships with job attitudes and self-efficacy

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