As the author defines “followership” followers cannot have authority. But, they can and increasingly they do have power and influence. Social media embolden followers to pressure…
Abstract
Purpose
As the author defines “followership” followers cannot have authority. But, they can and increasingly they do have power and influence. Social media embolden followers to pressure leaders, to push leaders as they never have previously been pressured or pushed. The author explores the consequences of this new dynamic.
Design/methodology/approach
The author urges that a curriculum be developed by academics and trainers that includes teaching the fundamentals of followership and learning what constitutes a follower who is as ethical as effective.
Findings
History is replete with examples of what goes wrong when individual answerability is abdicated and followers have the responsibility learn how to use their power to pressure their organizations to act ethically and morally.
Originality/value
Implicit in the growing if still modest interest in followers by researchers and trainers is the implication that the leadership industry is now obliged – for moral, intellectual and practical reasons – to pay them some increased level of attention. This article makes the case that followers have more power than ever before and need to learn how to use it ethically and morally.
Harvard authority on leadership, Barbara Kellerman, indicts the deficiencies of the leadership industry and she argues that we can do better.
Abstract
Purpose
Harvard authority on leadership, Barbara Kellerman, indicts the deficiencies of the leadership industry and she argues that we can do better.
Design/methodology/approach
This interview offers a bold prescription for training effective leaders[4].
Findings
To be effective, the leadership development process must adopt and achieve three goals: educate leaders, train leaders and develop leaders.
Practical implications
Bad leadership puts on vivid display the unbreakable link between leaders and followers – a link that the leadership industry willfully ignores precisely because there’s no money in it.
Social implications
There is precious little evidence that the leadership industry has in any meaningful, measurable way benefited society.
Originality/value
A “no holds barred” look at the leadership training industry and some potent suggestions on how to improve it.
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Kees Klompenhouwer and Nikol Hopman
It matters who leads. Answering the research question will help to achieve early recognition of revanchist leadership and its harmful effects and help to determine why it emerges…
Abstract
Purpose
It matters who leads. Answering the research question will help to achieve early recognition of revanchist leadership and its harmful effects and help to determine why it emerges and how it works and spreads. This article is to encourage further study of its widening presence and of the remedies.
Design/methodology/approach
Through two contemporary case studies, this article seeks a better understanding of “revanchist leadership” and identify its distinct and permanent properties (DNA) and the way it works (modus operandi). Thus, it will simultaneously demonstrate that revanchist leadership is not a uniquely historic but a recurring and contemporary phenomenon. Based on an analysis of both public leadership theory and leadership practice, the authors conceive of leadership as a multi-faceted concept, made of the following four components. First is leadership as a person, i.e. the personal characteristics, traits, style and skills of the individual leader. Second is leadership as the position, i.e. the work of leading people, with a focus on the formal role and responsibilities. Third is leadership as a process, i.e. the work of enabling leadership, with a focus on coordinating, facilitating and directing internal and external parties. And fourth is leadership as embodiment of a common purpose, i.e. the work of leadership serving the greater good, both as an individual and the collective. In addition to this so called “4-P model” (Hopman and van den Berg, 2015; Grint, 2010) of public leadership, it is important that in order to understand leadership, the psychological, political, institutional, historical and geographical contexts determine to a large extent the impact of leadership, but the authors assume that – ultimately – there remains an element of personal choice of options and opportunities available [1]. To answer the research question, the authors follow a case-based approach. The descriptions and analyses of the cases are not only based on literature but also informed by personal experience in diplomatic work in the area's mentioned. It is important to focus not only on the persons of the leaders but also on their followers, as well as the political, institutional and international context. As part of this analysis, (ab)use of institutions and the leading political-historical narratives that underpin revanchist policies are taken into account [2].
Findings
The case-based analysis shows a similarity of the two cases, although the two cases developed largely independently, with a time difference of about 20 years and under quite different historic and geographic conditions. This support the research hypothesis that revanchist leadership might be considered a distinct style of political leadership, with specific defining elements, a so called “DNA” and modus operandi of its own that emerges and grows gradually, when enabling historical and mass psychological contexts are present. The presence of such an enabling context might also serve as a warning indicator of risks (the analogy of a recurring political virus is tempting). The work of Kellerman on “bad leadership”, Lipman Blumen on “toxic leadership,” provides a useful conceptual framework to better understand, analyze and recognize revanchist leadership in two empirical cases. In part IV, the authors describe defining elements (a so-called “DNA”) of revanchist leadership and the risk of revanchist leadership to spread like a “political virus”. The authors conclude with the recommendation that revanchist leadership and its defining feature (“DNA”) be further researched, in order to be better able to recognize revanchist leadership at an early stage and to facilitate a structured assessment of the extent, this type of leadership is present today and by implication represent a threat to peace and security of other nations. This is relevant as the current times are characterized by uncertainty, heightened anxiety and increased tensions among nations as well as at times frightened populations, which form a fertile ground for the growth of revanchist leadership, as history teaches us.
Research limitations/implications
The authors conclude with the recommendation that revanchist leadership and its defining feature (“DNA”) be further researched, in order to be better able to recognize revanchist leadership at an early stage and to facilitate a structured assessment of the extent, this type of leadership is present today and by implication represent a threat to peace and security of other nations. As a counterpoint the concept of “Partnership in Leadership” is introduced, as a remedial approach that deserves further attention.
Practical implications
It first demonstrates that this specific type of leadership, although unethical and harmful, can be effective in the short term from the point of view of the revanchist leader's intent, despite high human costs. Second – paradoxical as it may sound – the primary drive of the revanchist leader is not external (the object of the revanche) but internal (the determination to obtain and maintain internal power at all costs). Both factors make this style an attractive option for other public leaders, in a context of increased uncertainty.
Social implications
Better understanding should help to remedy the threat posed by revanchist leadership to international peace and security. The authors will briefly discuss the – important but incomplete – countermeasures of the international community in the two cases. As a counterpoint the concept of “Partnership in Leadership” is introduced, as a remedial approach that deserves further attention.
Originality/value
It first demonstrates that this specific type of leadership, although unethical and harmful, can be effective in the short term from the point of view of the revanchist leader's intent, despite high human costs. Second – paradoxical as it may sound – the primary drive of the revanchist leader is not external (the object of the revanche) but internal (the determination to obtain and maintain internal power at all costs). Both factors make this style an attractive option for other public leaders, in a context of increased uncertainty. The instrumentalization of uncertainty described in the two cases in this stud, may serve as a warning of the existence of dangers of revanchist leadership today. The uncertainty born out of accelerating globalization, job and income insecurity and destabilizing demographic trends, the challenges of a multicultural society, has incentivized some public leaders in Europe and elsewhere to fan the flames of anxiety to justify autocratic and revanchist leadership styles, ignore agreed international rules and norms and prioritize geopolitical competition over cooperation. They set the sights of the nation on a glorious and powerful past as compass for the future. Several add to that revanchist claims of spheres of influence in neighboring countries. Better understanding should help to remedy the threat posed by revanchist leadership to international peace and security. The authors will briefly discuss the – important but incomplete – countermeasures of the international community in the two cases. As a counterpoint the concept of “Partnership in Leadership” is introduced, as a remedial approach that deserves further attention.
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Austin Council and Olamide Olowoyo
This purpose of the study was to investigate, analyze, and make meaning of student perceptions of social media influencers in the context of leadership and followership.
Abstract
Purpose
This purpose of the study was to investigate, analyze, and make meaning of student perceptions of social media influencers in the context of leadership and followership.
Design/methodology/approach
We investigated whether students perceive social media influencers as leaders, their perceptions of the difference between followers and fans, and the degree of responsibility influencers have over their followers’ behaviors. Existing qualitative data were obtained from n = 41 participants for the study. We used elements of phenomenology within a single case study design (introductory leadership course) to thematically review and analyze students’ discussion posts and agree on common themes.
Findings
Our findings show that most students do not believe influencers are leaders based on value differences between influencers and leaders broadly. Students perceived followers as more actively engaged than fans based on their ability to work alongside leaders, while fans are more passive by only consuming and admiring influencers’ content. Lastly, most students noted that influencers are responsible for the behaviors of their followers and should have more awareness of their power and influence online.
Originality/value
As social media continues to influence the perceptions of the younger generations of leaders, our findings seek to provide insights into the evolving and dynamic nature of leadership and followership in the digital age.
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Naser A. Aboyassin and Najim Abood
The purpose of this paper is to explore how ineffective leadership behaviour affects individual and organizational performance in Jordanian institutions.
Abstract
Purpose
The purpose of this paper is to explore how ineffective leadership behaviour affects individual and organizational performance in Jordanian institutions.
Design/methodology/approach
Data obtained concerned ineffective leadership behaviour in Jordanian private and public institutions. Performance was evaluated based on a survey questionnaire distributed to managers in these institutions. To arrive at statistically significant conclusions, the authors used multiple regression and correlation analysis.
Findings
The results indicate that there is a statistically significant impact of ineffective leadership, as adjudged using four dimensions (lack of shared strategic vision, ineffective leadership characteristics, negative effect on labour relations, and ethical violation) on individual and organizational performance in Jordanian institutions. However, no statistically significant impact of one dimension (ineffective leadership characteristics) on organizational performance was noticed in a sample of Jordanian institutions.
Research limitations/implications
This study was limited to manager's point of view in Jordanian institutions. While there are some similarities with managers in Arab institutions, caution should be exercised when generalizing results of this study to other Arabian countries.
Practical implications
This study provides useful information and impartial advice for leaders of private and public institutions in Jordan. It also reveals the need for new leadership practices that should be adopted and presents certain ineffective leadership practices that deserve to be eliminated.
Originality/value
This study attempts to fill gaps in the literature on Arabian leadership practices. This is one of the few studies that examine the Jordanian environment with regard to identifying the nature of the relationship between ineffective leadership behaviour and organizational performance in Jordanian institutions. The paper's findings and recommendations are expected to benefit decision makers in their dealings with different Jordanian institutions.