Notice of Retraction The power of followership: Leaders, who are you leading?

Abstract

Followers have been the center of organizational focus in modern structure. The activation of followership could be a remark of successful leadership. Leaders must begin to understand the types of people they lead. Team members identify themselves as a unit and practically plan organizational development and progress to achieve similar strategies and objectives. The development of a leadermember exchange is based on characteristics of the 'working relationship' as opposed to a personal or friendship relationship. Leaders create unity through demonstration of group-mindedness by making more references to the collective history, the collective identity and interests, and collective efficacy. The more leaders augment follower identification (through role modeling or group socialization), the more followers will likely experience higher feelings of ownership and responsibility. This paper is intended to characterize the types of followers that might exist in organizations, and establish an integration of followers' classification.

The mediating effect of knowledge sharing among intrinsic motivation, high-performance work system and authentic leadership on university faculty members’ creativity

“…Social context theory holds that managerial action such as knowledge sharing, HPWS practices, and reward strategies would foster an environment for creativity (Ferris et al, 1998). Social context theory dovetails with creativity research that focuses on the social facets of the work environment such as the network of social relationships and the resources that can be mobilised through this network to motivate creativity (Bernard, 2013;Crossman & Crossman, 2011;He et al, 2017;Payne, 2015;Semedo et al, 2016;Zawawi et al, 2012;Barrena-Martínez et al, 2017;Dumont et al, 2016;Ramsay et al, 2000). Thereby, we posit the adoption of HPWS for creativity as a symbolic and rational managerial action to develop a work environment (climate for creativity) that engenders employee behaviours (unit creativity) critical to the implementation of a strategic objective leading to organisational success.…”

“…The underlying principle of the LMX theory is associated with the transition between a leader and a member. According to Graen and Uhl-bien (1995), the main focus of LMX theory is the nature of relationship and exchange between a leader and a member (Bernard, 2013;Crossman & Crossman, 2011;He et al, 2017;Payne, 2015;Semedo et al, 2016;Zawawi et al, 2012). This theory believes in a two-way relationship, communication from top to bottom and from bottom to top, therefore, it could be also termed as vertical dyad linkage (VDL) theory.…”

Followership: a review of current and emerging research

“…, 2018, p. 731). Understanding the differences in follower behaviour and characteristics is of critical importance to leaders and organisations (Zawawi et al. , 2012, p. 5), as followers are needed to fulfil organisational objectives.…”

El liderazgo transformacional y su influencia en los atributos de los seguidores en las Mipymes mexicanas

“…Así mismo, Kelley (1992) publicó una investigación en la cual analizó los estilos de los seguidores basados en dos importantes variables: la independencia de pensamiento y su nivel de actividad dentro de la empresa, obteniéndose así 5 estilos de colaboradores descritos por Zárate y Matviuk (2012), los cuales se presentan en la tabla 2, donde se resaltan los atributos o características de los trabajadores.…”

“…Además, es capaz de informar de noticias, tanto positivas como ne-Tabla 2. Estilos de liderazgo de Kelley (1992) gativas, en la forma más apropiada y de comunicar nuevas perspectivas respetuosamente, sin importar si sus ideas son o no aceptadas. Nosnik (2005, p.78) comenta que "Las organizaciones líderes, es decir, aquellas que sobresalen en su sector y especialidad, no solo valoran a la comunicación, sino que la vuelven un proceso fundamental de su vida organizacional, laboral y comunitaria".…”