Leading by Serving: Redefining the Roles of Leaders and Followers in Today’s Workplace

2017 ◽  
pp. 261-288 ◽  
Author(s):  
Tiffany Brutus ◽  
Adam Vanhove
Keyword(s):  
Leaders And Followers

scholarly journals In the Eye of the Beholder: How Self-Other Agreements Influence Leadership Training Outcomes as Perceived by Leaders and Their Followers

2021 ◽  
Author(s):  
Karina Nielsen ◽  
Susanne Tafvelin ◽  
Ulrica von Thiele Schwarz ◽  
Henna Hasson
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Training ◽  
Leadership Behaviors ◽  
Forest Industry ◽  
Training Outcomes ◽  
Contingent Reward ◽  
Leaders And Followers ◽  
A Prospective Study ◽  
Prospective Study Design

AbstractBased on Yammarino and Atwater’s self-other agreement typology of leaders, we explored whether leaders’ and followers’ agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles.

Personalities in sync: The covariation of psychological resources in leader–follower dyads

2021 ◽  
pp. 089020702110129
Author(s):  
Edina Dóci ◽  
Joeri Hofmans ◽  
Timothy A Judge
Keyword(s):  
Leadership Behavior ◽  
Diary Study ◽  
Psychological Resources ◽  
Crossover Effect ◽  
Daily Diary Study ◽  
Leaders And Followers ◽  
Tentative Evidence ◽  
Leadership Research ◽  
Core Self ◽  
Shed Light

Based on a two-week daily diary study of 31 leader–follower dyads, this article demonstrates that within-person variation in the leader’s level of state core self-evaluations is associated with within-person variation in the follower’s level of state core self-evaluations. Moreover, we provide tentative evidence that this crossover effect might be mediated by transformational leadership behavior. Our study contributes to personality and leadership research by exploring within-leader, within-follower, and within-dyad personality processes. By showing that the personality states of leader and follower fluctuate in sync, we shed light on a new way in which leaders and followers connect.

Smartphone-Based Indoor Visual Navigation with Leader-Follower Mode

2021 ◽  
Vol 17 (2) ◽  
pp. 1-22
Author(s):  
Jingao Xu ◽  
Erqun Dong ◽  
Qiang Ma ◽  
Chenshu Wu ◽  
Zheng Yang
Keyword(s):  
Real Time ◽  
Environmental Changes ◽  
State Of The Art ◽  
Visual Navigation ◽  
Indoor Navigation ◽  
Location Services ◽  
Localization And Mapping ◽  
Leaders And Followers ◽  
Indoor Navigation System ◽  
Free Pair

Existing indoor navigation solutions usually require pre-deployed comprehensive location services with precise indoor maps and, more importantly, all rely on dedicatedly installed or existing infrastructure. In this article, we present Pair-Navi, an infrastructure-free indoor navigation system that circumvents all these requirements by reusing a previous traveler’s (i.e., leader) trace experience to navigate future users (i.e., followers) in a Peer-to-Peer mode. Our system leverages the advances of visual simultaneous localization and mapping ( SLAM ) on commercial smartphones. Visual SLAM systems, however, are vulnerable to environmental dynamics in the precision and robustness and involve intensive computation that prohibits real-time applications. To combat environmental changes, we propose to cull non-rigid contexts and keep only the static and rigid contents in use. To enable real-time navigation on mobiles, we decouple and reorganize the highly coupled SLAM modules for leaders and followers. We implement Pair-Navi on commodity smartphones and validate its performance in three diverse buildings and two standard datasets (TUM and KITTI). Our results show that Pair-Navi achieves an immediate navigation success rate of 98.6%, which maintains as 83.4% even after 2 weeks since the leaders’ traces were collected, outperforming the state-of-the-art solutions by >50%. Being truly infrastructure-free, Pair-Navi sheds lights on practical indoor navigations for mobile users.

Leader–follower narcissism and subgroup formation in teams: a conceptual model

2019 ◽  
Vol 34 (6) ◽  
pp. 429-442 ◽  
Author(s):  
Manuel London
Keyword(s):  
Team Performance ◽  
Team Identification ◽  
Goal Congruence ◽  
Content Type ◽  
Team Outcomes ◽  
Performance Pressure ◽  
Proposed Model ◽  
Leaders And Followers ◽  
Trait Activation ◽  
And Performance

Purpose Drawing on existing theory, a model is developed to illustrate how the interaction between leaders and followers similarity in narcissism and goal congruence may influence subgroup formation in teams, and how this interaction influences team identification and team performance. Design/methodology/approach The proposed model draws on dominance complementary, similarity attraction, faultline formation and trait activation theories. Findings Leader–follower similarity in narcissism and goal congruence may stimulate subgroup formation, possibly resulting in conformers, conspirators, outsiders and victims, especially when performance pressure on a team is high. Followers who are low in narcissism and share goals with a leader who is narcissistic are likely to become conformers. Followers who are high in narcissism and share goals with a narcissistic leader are likely to become confederates. Followers who do not share goals with a narcissistic leader will be treated by the leader and other members as outsiders if they are high in narcissism, and victimized if they are low in narcissism. In addition, the emergence of these subgroups leads to reduced team identification and lower team performance. Practical implications Higher level managers, coaches and human resource professions can assess and, if necessary, counteract low team identification and performance resulting from the narcissistic personality characteristics of leaders and followers. Originality/value The model addresses how and under what conditions narcissistic leaders and followers may influence subgroup formation and team outcomes.

THE DĒMOS IN DĒMOKRATIA

2019 ◽  
Vol 69 (1) ◽  
pp. 42-61 ◽  
Author(s):  
Daniela Cammack
Keyword(s):  
Political Society ◽  
Political Equality ◽  
The People ◽  
Leaders And Followers ◽  
Governing Principle ◽  
Human Autonomy ◽  
Self Rule ◽  
City State ◽  
The Right ◽  
Individual Human

The meaning of dēmokratia is widely agreed: ‘rule by the people’ (less often ‘people-power’), where dēmos, ‘people’, implies ‘entire citizen body’, synonymous with polis, ‘city-state’, or πάντες πολίται, ‘all citizens’. Dēmos, on this understanding, comprised rich and poor, leaders and followers, mass and elite alike. As such, dēmokratia is interpreted as constituting a sharp rupture from previous political regimes. Rule by one man or by a few had meant the domination of one part of the community over the rest, but dēmokratia, it is said, implied self-rule, and with it the dissolution of the very distinction between ruler and ruled. Its governing principle was the formal political equality of all citizens. In the words of W.G. Forrest, between 750 and 450 b.c. there had developed ‘the idea of individual human autonomy … the idea that all members of a political society are free and equal, that everyone had the right to an equal say in determining the structure and the activities of his society’.

Long-Range Vocal Interactions Between Groups of Gibbons (Hylobates Lar)

Behaviour ◽  
1985 ◽  
Vol 95 (1-2) ◽  
pp. 26-44 ◽  
Author(s):  
Jeremy J. Raemaekers ◽  
Patricia M. Raemaekers
Keyword(s):  
Statistical Analysis ◽  
Long Range ◽  
Distinctive Pattern ◽  
Hylobates Lar ◽  
Leaders And Followers ◽  
Vocal Interactions

AbstractWe report on long-range duet interactions among twelve wild groups of lar gibbons (Hylobates lar) in Thailand. Statistical analysis demonstrates that groups were more likely to respond with an answering duet to a duet sung by a neighbouring group than to one sung by a non-neighbouring group in the population. A distinctive pattern of response among neighbours was to wait until a neighbouring group had finished its duet before immediately answering with a duet, resulting in avoidance of overlap between the two duets. Non-neighbours did not exhibit this pattern. The effect is shown to be due solely to neighbour status and not to the degree of mutual audibility of the duets. There was no evidence that, when duets overlapped, the first group to sing modified the length of its duet in response to the second duet, whether given by a neighbour or by a non-neighbour. In general, among those groups which responded to one another's duets, there were no identifiable leaders and followers: the order of duetting groups was random. We discuss why neighbours interact more by duet than do non-neighbours, and consider what may be the functions of avoiding overlap of duets.

Younger Adults as Leaders and Followers: Age Stereotypes and Leader/Follower Role (In)Congruity

2021 ◽  
Vol 2021 (1) ◽  
pp. 12452
Author(s):  
Christoph Daldrop ◽  
Astrid Carlotta Homan ◽  
Claudia Buengeler
Keyword(s):  
Younger Adults ◽  
Age Stereotypes ◽  
Leaders And Followers

Leadership: Convergence and Divergence in Leadership Relations

2017 ◽  
Vol 28 (3) ◽  
pp. 319-334 ◽  
Author(s):  
Mats Alvesson
Keyword(s):  
Shared Meanings ◽  
Leaders And Followers ◽  
Convergence And Divergence ◽  
High Level ◽  
The Relationship

The article argues for theorizing and studying the significance of how so-called leaders and followers converge or diverge in their views and understandings of the leadership/followership relations they may be part of. Divergence or misfits may be common yet missed by the researcher who takes only one party’s view of leadership into account and/or assumes that people involved define the relationship in a similar way. The article identifies and illustrates four typical forms of shared/diverse meanings regarding leadership: high-alignment leadership (shared meanings), value misfit (diverse assessment), construction misfit (different views of what goes on), and multiple breakdowns (high level of confusion of what goes on and how to assess it). Given variations in views of leadership, this article makes a case for considering “divergent relationalities”—in some opposition to common ideas about “smooth” leadership/followership relations based on convergent meanings.

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