The Experts below are selected from a list of 2994 Experts worldwide ranked by ideXlab platform

Rendel D De Jong - One of the best experts on this subject based on the ideXlab platform.

Olga Epitropaki - One of the best experts on this subject based on the ideXlab platform.

Ronald E Riggio - One of the best experts on this subject based on the ideXlab platform.

  • "Antecedents, Mediators, and Moderators of Strategic Followership"
    Academy of Management Proceedings, 2020
    Co-Authors: Erica L Anthony, David B. Zoogah, Ronald E Riggio
    Abstract:

    There is a growing interest among leadership scholars who contend that a complete understanding of leadership processes involves investigation of the complementary processes of Followership. This view recognizes that followers can contribute to the strategic objectives of organizations in much the same way that executive do. It is also consistent with the equality paradigm of the leader- member exchange. Consistent with that view some researchers have begun to conceptualize strategic Followership as a complement to strategic leadership. In this symposium, we build on those conceptualizations by presenting conceptual and empirical studies that center on the antecedents, mediators, moderators, and outcomes of strategic Followership. Following the presentations, Ronald Riggio, a major contributor in Followership research will serve as the discussant to provide both theoretical and practical suggestions and lead an interactive group discussion. Do Managers Value Employees with a Proactive Follower Role Orient...

  • What About Followership Development? Improving Lives by Teaching Followership
    Academy of Management Proceedings, 2018
    Co-Authors: Michelle C. Bligh, Ronald E Riggio, Olga Epitropaki, Zahira Jaser, Mary Uhl-bien
    Abstract:

    Advances in leadership research have prompted new ways of thinking about leadership and Followership. Since the 1990s, an increasing number of leadership scholars have begun placing leader and foll...

  • Followership theory a review and research agenda
    Leadership Quarterly, 2014
    Co-Authors: Mary Uhlbien, Ronald E Riggio, Kevin B Lowe, Melissa K. Carsten
    Abstract:

    Abstract While theory and research on leaders and leadership abound, followers and Followership theory have been given short shrift. It is accepted wisdom that there is no leadership without followers, yet followers are very often left out of the leadership research equation. Fortunately this problem is being addressed in recent research, with more attention being paid to the role of Followership in the leadership process. The purpose of this article is to provide a systematic review of the Followership literature, and from this review, introduce a broad theory of Followership into leadership research. Based on our review, we identify two theoretical frameworks for the study of Followership, one from a role-based approach (“reversing the lens”) and one from a constructionist approach (“the leadership process”). These frameworks are used to outline directions for future research. We conclude with a discussion of conceptual and methodological issues in the study of Followership theory.

  • the art of Followership how great followers create great leaders and organizations
    2008
    Co-Authors: Ronald E Riggio, Ira Chaleff, Jean Lipmanblumen
    Abstract:

    Foreword by James MacGregor Burns. Acknowledgments. About the Contributors. Introduction. Warren Bennis. PART ONE: DEFINING AND REDEFINING Followership. 1. Rethinking Followership (Robert E. Kelley). 2. Leadership: A Partnership in Reciprocal Following (James Maroosis). 3. Three Perspectives on Followership (Jon P. Howell and MarA a J. MA!ndez). 4. A New Leadership-Followership Paradigm (Ernest L. Stech). 5. Followership: An Outmoded Concept (Joseph Rost). PART TWO: EFFECTIVE Followership. 6. Creating New Ways of Following (Ira Chaleff). 7. Rethinking Leadership and Followership: A Followera s Perspective (Krista Kleiner). 8. The Hero's Journey to Effective Followership and Leadership: A Practitioner's Focus (Gail S. Williams). 9. Courageous Followers, Servant-Leaders, and Organizational Transformations (Linda Hopper). 10. Followership in a Professional Services Firm (Brent Uken). 11. Developing Great Leaders, One Follower at a Time (Rodger Adair). 12. Getting Together (Gene Dixon). PART THREE: THE PITFALLS AND CHALLENGES OF Followership. 13. Following Toxic Leaders: In Search of Posthumous Praise (Jean Lipman-Blumen). 14. What Can Milgram's Obedience Experiments Contribute to Our Understanding of Followership (Thomas Blass)? 15. What Kind of Leader Do People Want to Follow (Michael Maccoby)? 16. Bystanders to Children's Bullying: The Importance of Leadership by "Innocent Bystanders" (Lorna S. Blumen). 17. Whistleblowing as Responsible Followership (C. Fred Alford). PART FOUR: FOLLOWERS AND LEADERS: RESEARCH, PRACTICE, AND THE FUTURE. 18. Followersa Cognitive and Affective Structures and Leadership Processes (Robert G. Lord). 19. Social Identity Processes and the Empowerment of Followers (Michael A. Hogg). 20. Lead, Follow, and Get out of the Way: Involving Employees in the Visioning Process (Melissa K. Carsten and Michelle C. Bligh). 21. Effective Followership for Creativity and Innovation: A Range of Colors and Dimensions (Kimberly S. Jaussi, Andy Stefanovich, and Patricia G. Devlin). 22. Conformist, Resistant, and Disguised Selves: A Post-Structuralist Approach to Identity and Workplace Followership (David Collinson). 23. The Rise of Authentic Followership (Bruce J. Avolio and Rebecca J. Reichard). Notes. Index.

Thomas Sy - One of the best experts on this subject based on the ideXlab platform.

  • implicit leadership and Followership theories in the wild taking stock of information processing approaches to leadership and Followership in organizational settings
    Leadership Quarterly, 2013
    Co-Authors: Olga Epitropaki, Thomas Sy, Robin Martin, Susanna Tramquon, Anna Topakas
    Abstract:

    For over 30. years information-processing approaches to leadership and more specifically Implicit Leadership Theories (ILTs) research has contributed a significant body of knowledge on leadership processes in applied settings. A new line of research on Implicit Followership Theories (IFTs) has re-ignited interest in information-processing and socio-cognitive approaches to leadership and Followership. In this review, we focus on organizational research on ILTs and IFTs and highlight their practical utility for the exercise of leadership and Followership in applied settings. We clarify common misperceptions regarding the implicit nature of ILTs and IFTs, review both direct and indirect measures, synthesize current and ongoing research on ILTs and IFTs in organizational settings, address issues related to different levels of analysis in the context of leadership and follower schemas and, finally, propose future avenues for organizational research.

  • what do you think of followers examining the content structure and consequences of implicit Followership theories
    Organizational Behavior and Human Decision Processes, 2010
    Co-Authors: Thomas Sy
    Abstract:

    Implicit Followership theories (IFTs) are defined as individuals' personal assumptions about the traits and behaviors that characterize followers. Goals of this research were to: (1) Identify the content and structure of IFTs, (2) examine the relationship between IFTs and extant implicit theories in the leadership literature, and (3) establish a preliminary nomological network of leaders' implicit Followership theories by examining its consequences for leader-follower interpersonal outcomes. This study included 1362 participants across five separate studies and seven samples. Results provide evidence for content, convergent, discriminant, criterion, and incremental validity, as well as internal and temporal consistency of the IFTs instrument. IFTs are represented by a first-order structure (Industry, Enthusiasm, Good Citizen, Conformity, Insubordination, and Incompetence), and a second-order structure (Followership Prototype and Antiprototype). Leaders' IFTs predicted interpersonal outcomes: liking, relationship quality, trust, and job satisfaction. Future research and practical implications are discussed for this understudied branch of leadership research.

Melissa K. Carsten - One of the best experts on this subject based on the ideXlab platform.

  • Followership Development: A Behavioral Approach
    Leader Development Deconstructed, 2020
    Co-Authors: Melissa K. Carsten
    Abstract:

    Leadership development programs have traditionally focused on building a leader’s skills, identities, and behavioral styles with little attention paid to followers. Yet we know that followers are an integral part of the leadership process, and effective Followership can positively influence both leaders and organizations. The purpose of this chapter is to define and present a model for Followership development in organizations. Using Followership theory and research as a foundation, this chapter discusses two forms of Followership behavior (i.e., active and passive), and examines the ways in which different Followership styles can affect leaders and the leadership process. In doing so, I make a case for why organizations should invest in Followership development for both leaders and followers in organizations, and present a general model for Followership development programs. As organizations continue to rely on effective Followership to support and enhance leadership, it is imperative that we begin bringing followers into the leadership development equation.

  • leader perceptions and motivation as outcomes of Followership role orientation and behavior
    Leadership, 2018
    Co-Authors: Melissa K. Carsten, Mary Uhlbien, Lei Huang
    Abstract:

    Followership research posits that followers differ in the way they define and enact the Followership role, which can have varying effects in relation to how leaders experience their own roles and responsibilities. Drawing from the role orientation literature and newly emerging research on Followership, our study examines the indirect effects of followers’ co-production (co-producing leadership outcomes) and passive (deferring to leadership influence) role orientations on leader-rated outcomes of perceived follower support, leader motivation, and follower contribution to goal attainment via followers’ voice and upward delegation behaviors. Using data from 306 dyads in a Chinese organization, our results show that follower voice and upward delegation mediate the relationships linking followers’ co-production and passive role orientations with leader-rated outcomes. Our study provides evidence that Followership role orientations and behaviors differentially influence leader perceptions regarding their follow...

  • Reversing the Lens in Leadership: Positioning Followership in the Leadership Construct
    Leadership Now: Reflections on the Legacy of Boas Shamir, 2018
    Co-Authors: Mary Uhl-bien, Melissa K. Carsten
    Abstract:

    Through his call to “reverse the lens” in leadership, Shamir (2007) helped trigger the emergence of Followership theory as a new field of study in leadership research. While Followership theory brings exciting new opportunities to leadership studies, it also introduces theoretical and conceptual challenges for researchers. In this chapter we address these challenges by showing how Followership can be positioned fully within the leadership construct. We extend Shamir’s (2007) call for a balanced view in leadership by showing how Followership theory adds new perspectives on the ways in which we can study leadership as a dynamic, fluid, relational process. The alternative views we present (e.g., position, role, identity, constructionist, and co-creation) approach leadership study from a range of paradigmatic perspectives that allow us to more fully capture the behaviors, interactions, relational dynamics, and processes through which leadership and Followership are created and constructed. We conclude by reflecting on Shamir’s legacy as a scholar, and the contributions he made through his willingness to not only open his mind, but also to constructively challenge alternative perspectives and views.

  • Followership theory a review and research agenda
    Leadership Quarterly, 2014
    Co-Authors: Mary Uhlbien, Ronald E Riggio, Kevin B Lowe, Melissa K. Carsten
    Abstract:

    Abstract While theory and research on leaders and leadership abound, followers and Followership theory have been given short shrift. It is accepted wisdom that there is no leadership without followers, yet followers are very often left out of the leadership research equation. Fortunately this problem is being addressed in recent research, with more attention being paid to the role of Followership in the leadership process. The purpose of this article is to provide a systematic review of the Followership literature, and from this review, introduce a broad theory of Followership into leadership research. Based on our review, we identify two theoretical frameworks for the study of Followership, one from a role-based approach (“reversing the lens”) and one from a constructionist approach (“the leadership process”). These frameworks are used to outline directions for future research. We conclude with a discussion of conceptual and methodological issues in the study of Followership theory.

  • exploring social constructions of Followership a qualitative study
    Leadership Quarterly, 2010
    Co-Authors: Melissa K. Carsten, Mary Uhlbien, Bradley J West, Jaime L Patera, Rob Mcgregor
    Abstract:

    This study adopts a qualitative approach to deconstruct the meaning of Followership. Interviews were conducted with employees in various industries to examine how individuals socially construct their roles as followers and to explore Followership schemas and contextual influences that relate to these constructions. Results sug gest that while some individuals socially construct definitions around passivity, deference and obedience, others emphasize the importance of constructively questioning and challenging their leaders. With regard to personal qualities that are thought to make followers effective, major themes such as obedience, expressing opinions, and taking initiative were found to be most disparate across different groups of followers. Results also revealed that contextual factors may affect both Followership constructions and behavior in the follower role. These findings have important implications regarding a need to examine the construct of Followership in leadership research, as well as raise interesting possibilities for advancing an “expanded” view of leadership in organizations.