We need great “followers”, not just great leaders: a brief questionnaire for followership development

Bufalino, Giambattista

doi:10.1108/dlo-04-2017-0040

Cited by 4 publications

(5 citation statements)

References 6 publications

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“…This study adopted a followership-centric view to improve the understanding of followership and responded to scholars’ calls ( Kelley, 2008 ; Uhl-Bien et al, 2014 ; Bufalino, 2018 ). This study reviewed Kelley’s followership questionnaire items to achieve qualitative justifiability.…”

Section: Discussionmentioning

confidence: 99%

“…That is, followers may actively submit their creative ideas and inspirational example to the group ( Alvesson and Blom, 2019 ). Scholars have continuously called for further research on and awareness of followership development ( Kelley, 2008 ; Uhl-Bien et al, 2014 ; Bufalino, 2018 ). There are 195 empirical studies that explore the issue of leadership and creativity in the ProQuest, PsycInfo, EBSCO, and ISI Web of Science databases ( Hughes et al, 2018 ).…”

Section: Introductionmentioning

confidence: 99%

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How Followership Boosts Creative Performance as Mediated by Work Autonomy and Creative Self-Efficacy in Higher Education Administrative Jobs

Chiang

Lien²,

Lin³

et al. 2022

Front. Psychol.

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Followership is an important but understudied domain. This study adopted a follower-centric perspective to examine the internal process by which followership affects creative performance via work autonomy and creative self-efficacy. The study employed a 3-wave survey of 341 employees of a Taiwanese university to achieve the research purpose. This study showed that effective followership (Time 1) is positively associated with employees’ work autonomy (Time 1) and creative self-efficacy (Time 2). Work autonomy and creative self-efficacy mediate the relationship between effective followership and creative performance (Time 3). This study’s empirical findings provide an improved way of measuring followership and broaden our understanding of how followership triggers intrinsic motivation to facilitate creative performance.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

How Followership Boosts Creative Performance as Mediated by Work Autonomy and Creative Self-Efficacy in Higher Education Administrative Jobs

Chiang

Lien²,

Lin³

et al. 2022

Front. Psychol.

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“…Traditional views think that organizational success lies on the head of its employees, and a bad leader contributes to the decrease in organizational performance. Likewise, a fish rots from its head down (Bufalino, 2018). Whereas, to answer these challenges, being leader-focused is not enough.…”

Section: Introductionmentioning

confidence: 99%

“…In tight business competition, the role of a follower becomes more crucial (Carsten et al 2014). Besides, no leadership exists without followership; leaders need followers to implement their strategies (Bufalino, 2018).…”

Section: Introductionmentioning

confidence: 99%

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When follower believe in co-production leadership: why do personal characteristics matters?

Sunaryo

Suyono

Sarjiyanto

et al. 2022

JSB

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Purpose – The present study aims to analyze personal characteristics that potentially affect the belief in co-production leadership and its effect on behavior based on the belief. This study also attempted to determine the impact of the leadership romance role on the relationship between coproduction leadership and the intention to obey the leader. Design/methodology/approach – The research used a survey method with a quantitative approach. Out of 250 distributed questionnaires, only 149 questionnaires met the criteria. Partial Least Square Structural Equation Modelling (PLS-SEM) was used to test the proposed hypotheses. Findings – The result of the study showed that the values of collectivism positively associated with the co-production leadership belief. However, the study also found that the values of individualism had no significant effect on the co-production leadership belief. Surprisingly, the result also showed that the co-production leadership belief positively affected the leader's intention to obey. Research limitations/implications – This study addressed political parties as the object of the study, so thoroughness in generalizing the result of the study to other objects is needed. The study's design is cross-sectional, which limits the researcher's in-depth analysis of workplace violence phenomena since the data being studied is only based on one period of time. Lastly, the data for analysis were limited to the respondents’ responses to statements in the questionnaire. More information could be obtained by conducting an in-depth interview with the respondents. Practical implications – The result of this study indicated that the romance of leadership moderates the relationship between the co-production leadership and the intention to obey the leader. This study opens new avenues for research on organizational cynicism and carries implications for theory and practice. Originality/value – This study attempts to answer the question about whether each individual with different characteristics (high values on individualism-collectivism) possess a different belief related to followership role orientation (i.e. co-production leadership). The study also examines whether this belief determines followers' behavior on leadership process.

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A Literature Review of Followership as Independent and Dependent Variables and the Meaning

Herdian

Ridwan²,

Tusianah³

et al. 2022

International Journal of Education and Information Technologies

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This article is a literature review. This study aims to critically as well as comprehensively analyze engagement as an independent (X) and dependent (Y) variable. There are 15 articles that were reviewed with quantitative criteria and influence. The outcomes of this investigation found that the average followership score in the role of the X variable was 0.3957, in the 3rd class interval, which was between 0.323 – 0.414 with a fairly low category. While the average follow-up score as the Y variable is 0.385833, which is in the 4th class interval, which is between 0.379 - 0.501 in the high category. Based on the findings, the authors conclude that (1) followers as variable X have characteristics that are proactive, critical of the situation that occurs in their organization, dare to express their views, and criticize the leadership for the good and success of the organization to which they are affiliated, scores that are in the low enough category range indicate to the reader that follower participation has not received attention from the leader to be given more space to contribute or because followers are generally the party being thought of, they think they don't need to think because someone has already thought about it, (2) follower, as a Y variable is characterized by that followers, are the party who thought so that he only needs to be obedient, committed, perform well so that the leader provides opportunities to continue to grow with his organization and continue to develop his competence to complete his duties through training designed by the leade.

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We need great “followers”, not just great leaders: a brief questionnaire for followership development

Cited by 4 publications

References 6 publications

How Followership Boosts Creative Performance as Mediated by Work Autonomy and Creative Self-Efficacy in Higher Education Administrative Jobs

How Followership Boosts Creative Performance as Mediated by Work Autonomy and Creative Self-Efficacy in Higher Education Administrative Jobs

When follower believe in co-production leadership: why do personal characteristics matters?

A Literature Review of Followership as Independent and Dependent Variables and the Meaning

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