Perspectives of Senior-Level Executives on Effective Followership and Leadership

Agho, Augustine O.

doi:10.1177/1548051809335360

Cited by 88 publications

(72 citation statements)

References 6 publications

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“…Agho (2009) noted that followership is viewed negatively and went further to state that followership was "seldom presented as an important trait for any person who aspires to lead others" (p.159). The best method to remove this stigma would be for the organisation's leaders to publicly recognise the value they attach to their followers; demonstrating that followership is an essential trait of leaders and the leadership within the organisation.…”

Section: Leadership and Followershipmentioning

confidence: 99%

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The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development

Neal¹,

Boutselis²,

Bennett³

2015

SMQ

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Using the Kelley (1992) Followership Style instrument this study explores the role and perceptions of Followership within the UK Ministry of Defence. In particular, within the Armed Services and the Civil Service it was apparent from the literature that only the RAF formally recognised the role of Followership within their Leadership staff development programmes, hence the research aimed to see whether this was reflected in self-perceptions of Followership Style and the extent to which it is applied within the organisation. The analysis concluded that the analysed sample (298 responses) produced an atypical profile compared to other studies that have used the instrument. The RAF showed statistically significant higher scores than the other Armed Services or the Civil Servants and scores increased with Rank/Grade. The analysis also highlighted that the individuals seemed not to be recognised as good Followers by their leaders, they appeared not to recognise their reports as good Followers and in all cases the organisation seemed not to recognise their value. These aspects provide scope for further research to better understand the organisational culture, processes and practices that appear to act as a barrier to the extraction of the benefits of having good Followers even in an area where Star Followers dominate.

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Section: Leadership and Followershipmentioning

confidence: 99%

“…Agho (2009) argued that "leaders must develop the skills to integrate effective followership into performance evaluation for all employees" (p. 165). One method to achieve this is to embed followership within the organisation's core ethos.…”

Section: Leadership and Followershipmentioning

confidence: 99%

The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development

Neal¹,

Boutselis²,

Bennett³

2015

SMQ

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“…For too long, leadership studies have been leader‐centered with little attention paid to the roles of followers in the leadership process. While the term leader has been glamorized, the term follower has been associated with passiveness, subservience, and lack of imagination (Agho, ). However, follower‐centric leadership scholars have argued that while leader‐follower roles are distinct, leaders and followers constantly switch between these roles (Baker, ; Crossman & Crossman, ).…”

Section: Introductionmentioning

confidence: 99%

Relationship Between Middle Managers' Transformational Leadership and Effective Followership Behaviors in Organizations

Alegbeleye

Kaufman

2020

J of Leadership Studies

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In the current study, four hypotheses that predicted positive relationships between transformational leadership behaviors and effective followership behaviors were proposed. Data were collected from 100 middle managers across the United States. Multiple regression results showed significant positive relationships between transformational leadership behaviors and effective followership behaviors, after controlling for age, sex, race, educational level, tenure with current organization, and tenure with current supervisor. However, the transformational leadership behavior of Idealized Influence was not significantly related to the effective followership behavior of Building Trust, after controlling for demographics. The findings have important implications for leaders, followers, leadership educators, organizations, and researchers.

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“…It should be added here that in examining local union leadership behaviour, in addition to locating this in the history of the particular unions concerned, the local and wider contexts of action, and the values, preferences and actions of the local leaders, account should also be taken of the local union members" orientations, beliefs and willingness to participate in union activities and actions (Metochi, 2002), somewhat analogous to the current talk in the organizational leadership literature about "followership" (see, eg, Collison, 2005;Meindl et al, 2004;Shamir et al, 2007;Riggio et al, 2008;Ago, 2009). It is interesting to note, however, that , in a recent study of member activism and union organizing and renewal, found that "strategic and institutional" factors were central in explaining the source of bargaining power, rather than member activism, which was critical in some, but by no means all efforts at union renewal.…”

Section: Union Leadership: (Changing) Spaces and Conditionsmentioning

confidence: 99%

Union leadership in UK social housing

Preece

Ward

2012

Leadership &Amp; Organization Development Journal

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Purpose -The purpose of this paper is to examine the impact of the privatisation and restructuring of social housing provision upon union leadership in the sector. The paper explores how local union leaders have adapted to radical reforms in the nature and organization of social housing provision in the UK. Design/methodology/approach -The paper draws upon empirical material collected by the authors from social housing associations, informed by the union leadership literature and Habermas' concepts of "communicative action" and "colonization", drawing in particular upon the recent work of Edwards. Findings -There are indications of moves to a more formalised relationship between management and local union leaders/staff representatives, with management keen to promote more "openness, partnership and collaboration" in working with the union leaders and staff reps. There was some evidence of senior managers involving local union leaders at earlier stages of policy and procedural initiatives, and of senior managers being more explicitly incorporated in the management-union leader nexus.Research limitations/implications -Given the limited amount of research to date on union leadership in social housing organizations, and the exploratory nature and limited scope of this study (which, to the best of the authors' knowledge, is the first to look at these matters), it follows that we still have limited knowledge of practice. Amongst other considerations, it is necessary to broaden the scope of future studies to take in a larger number of UK social housing providers, and to gather data from union/staff association members as well as managers and local union leaders. Originality/value -The paper examines a matter which has been neglected by researchers to date, that is the changing nature and role of union leadership in social housing organizations, and it does this through an examination of the changing intra-organizational contexts within which this is taking place.

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Perspectives of Senior-Level Executives on Effective Followership and Leadership

Cited by 88 publications

References 6 publications

The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development

The United Kingdom Ministry of Defence – the Case for Followership as a key Element of Leadership Development

Relationship Between Middle Managers' Transformational Leadership and Effective Followership Behaviors in Organizations

Union leadership in UK social housing

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