Revisiting followership through a social identity perspective: The role of collective follower emotion and action

Tee, Eugene Y. J.; Paulsen, Neil; Ashkanasy, Neal M.

doi:10.1016/j.leaqua.2013.10.002

Cited by 75 publications

(76 citation statements)

References 141 publications

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“…However, whether middle managers will feel able to engage in this type of identity work remains to be seen. Eschewing an emotional attachment to the social group will undermine the ability of middle managers to influence those within the group, negatively influencing their ability to lead (Tee et al, 2013). The individual discussed by Srinivas (2013) was not attempting to influence others from his emotionally important social group.…”

Section: Discussionmentioning

confidence: 99%

“…Middle managers are noted as a group whose structural position exposes them to identity conflict (Harding et al, 2014;Thomas and Linstead, 2002;Sveningsson and Alvesson, 2003), as they occupy a role requiring the construction of a desired group identity alongside a desired leader identity (Tee et al, 2013). Considering the experiences of nurses moving into middle management adds a further dimension of complexity, as the desired group identity is associated with subordination, rather than leadership (Abbott, 1988;Allen, 1997).…”

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confidence: 99%

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The Impact of Emotionally Important Social Identities on the Construction of a Managerial Leader Identity: A Challenge for Nurses in the English National Health Service

Croft

Currie

Lockett

2014

Organization Studies

124

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The ability of individuals to accommodate emotional transition into roles requiring the construction of a leader identity is a poorly explored area. In this paper we consider the experience of 32 individuals moving into middle management positions, exploring how an emotional attachment to their professional group identity may cause identity conflict during the construction of a managerial leader identity. We consider how competing desired identities can result in negative emotional experiences, calling into question existing work, which assumes that desired group identities are congruent with leader identities. We suggest that identity work can mitigate identity conflict at the individual level, enabling middle managers to function in their role, but that emotional distress will continue due to a perceived loss of professional identity and group influence. We suggest it is only by eschewing an emotional attachment to a professional group that middle managers will be able to overcome this negative emotional experience.

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Section: Discussionmentioning

confidence: 99%

mentioning

confidence: 99%

The Impact of Emotionally Important Social Identities on the Construction of a Managerial Leader Identity: A Challenge for Nurses in the English National Health Service

Croft

Currie

Lockett

2014

Organization Studies

124

View full text Add to dashboard Cite

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“…It is all a matter of perception, and it is equally likely to be observed by a supervisor witnessing the actions of his or her cleaner, as it is a citizen watching news reports of the Prime Minister, the Pope, or the coach of the New England Patriots. This approach, which also challenges the notion of leadership being restricted to assigned roles in a hierarchy (Baruch, 1998), has a democratizing orientation and makes leadership relevant across levels (i.e., micro, meso, and macro; Epitropaki, Kark, Mainemelis, & Lord, 2017;Pillai & Meindl, 1998;Tee, Paulsen, & Ashkanasy, 2013) and circumstances (Ospina & Foldy, 2010). …”

Section: The Social Construction Of Leadershipmentioning

confidence: 99%

Reimagining Leadership in Sport Management: Lessons From the Social Construction of Leadership

Billsberry

Mueller

Skinner

et al. 2018

Journal of Sport Management

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Conventional approaches to leadership in sport management regard leadership as a leader-centric phenomenon. Recent advances in the generic leadership literature have highlighted the way that people construct their own understanding of leadership and shown that these influence their assessment and responses to people they regard as leaders. This observer-centric perspective is collectively known as the social construction of leadership. In this conceptual paper, we demonstrate how this emerging theoretical approach can reframe and invigorate our understanding of leadership in sport management. We explore the research implications of this new approach, reflect on what this might mean for teaching, and discuss the practical ramifications for leadership in sport management that might flow from the adoption of this approach.

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“…Tee, Paulsen, and Ashkanasy (2013) suggested that followers can look to the leaders as "a point of reference on which to assess the appropriateness of their emotions within group contexts" (p. 907). To that point, Reicher, Haslam, and Hopkins (2005) suggested that leaders are "entrepreneurs of identity," who are able to shape group identity through emotions.…”

Section: Emotional Intelligence (Ei) and Authentic Leadership (Al)mentioning

confidence: 99%

A Review of the Literature of the Followership Since 2008

Martin

2015

Sage Open

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Followership continues to be a field of study in the larger field of leadership. In 2008, Ricketson offered an in-depth analysis of the relationship between the variables of leadership styles and courageous followership. Since then, the research has continued to accumulate in attempts to offer new insight on the topic. This article explores the empirical research that has been conducted since Ricketson’s dissertation to determine what new information has been offered and what new conclusions can be reached in this area. In particular, there is widespread agreement on the importance of building the leader–follower relationship in developing effective followers and leaders. This leads to the conclusion that emotional intelligence (EI) plays an important role in the creation of both as it facilitates the establishment of the leader–follower relationship. Future research suggestions are offered as well.

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Revisiting followership through a social identity perspective: The role of collective follower emotion and action

Cited by 75 publications

References 141 publications

The Impact of Emotionally Important Social Identities on the Construction of a Managerial Leader Identity: A Challenge for Nurses in the English National Health Service

The Impact of Emotionally Important Social Identities on the Construction of a Managerial Leader Identity: A Challenge for Nurses in the English National Health Service

Reimagining Leadership in Sport Management: Lessons From the Social Construction of Leadership

A Review of the Literature of the Followership Since 2008

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