Berserk!: Anger and the Charismatic Populism of Donald Trump

This paper explores the role anger plays in charismatic movements. Although scholars have long recognized the importance of emotions to the etiology of charisma, they tend to focus on mutual affection among leaders and followers, paying less attention to how anger—and particularly its subspecies, ressentiment—patterns charismatic power. Drawing on literature from political science, populism research, and the cultural sociology of charisma, we argue that ressentiment, which is associated with self-disvalue and an invidious need to blame outsiders, is key to theorizing the emotional energy that charisma delivers to revolutionary upheaval. The Weberian source for the intervention is his lesser known concept of ‘berserk-charisma’. Reorienting the focus of charisma research to account for its aggressive, ‘outward’ dimension has the benefit of drawing us closer to the vision Weber had for its social-historical relevance. We demonstrate our insights using the case of charismatic/populist support for Trump.

Following Through the Good and the Bad?

Followers are underrepresented in the organizational change literature despite their considerable influence on change success. Politics, culture, motivation, communication, and readiness have a large impact on change success, and these influences are examined in the change context. Each of these are influenced by leaders and followers. The role of authentic followers in enabling positive change through their organizational engagement is explored in depth. This chapter demonstrates that while the influential role of leaders in change is established, the authentic follower represents a large body of potential change agents with the capacity to positively influence the success of change. Many behaviors of the authentic follower make them an ideal candidate for this role, including moral potency, high levels of engagement in organizational structure, and flexibility. Further research highlighting the value of the authentic follower is warranted.

Competition and Innovation in Markets with Technology Leaders

In this article, we consider technology leaders (which are innovators) and technology followers (which are non-innovators) to provide a new theoretical explanation for the well-cited empirical evidence of an inverted-U relationship between competition and aggregate innovation. We consider a two-stage game with a deterministic Research and Development (R&D) process, where the leaders first determine their R&D investments simultaneously and then all leaders and followers determine their outputs simultaneously. We show that the inverted-U relationship between competition and aggregate innovation occurs if competition is affected by the number of technology followers. However, the presence of more technology leaders decreases individual R&D investments while increasing aggregate R&D investments. If the total number of firms remains the same but the composition of technology leaders and followers changes in favor of leaders (followers), individual R&D investments decrease (increase) but aggregate R&D investments increase (decrease). The relationship between competition and R&D investments can be U-shaped if the intensity of competition is measured by product substitutability. Contrary to the standard expectation, the presence of more firms may reduce welfare.

Examining the plausibility of Donald Trump’s denial of responsibility for the 2020 assault on the U. S. Capitol: A dual-agency model of identity leadership and engaged followership

This paper develops a dual-agency model of leadership which treats collective phenomena as a co-production between leaders and followers. The model integrates work on identity leadership and engaged followership derived from the social identity tradition in social psychology. In contrast to binary models in which leaders or followers are seen to have agency, this argues that leaders gain influence by framing the agency of their followers and defining the parameters of their action but leaving space for creativity in how their goals are accomplished. Followers in turn, exhibit their loyalty and attachment to the leader by competing to be most effective in advancing these goals. We illustrate the model by drawing on a range of sources, most notably the events of 6th January 2021 when Donald rump’s exhortations to his supporters that they should ‘fight’ to ‘stop the steal’ of the 2020 election was followed by an attack on the Capitol. We argue that it is Trump’s willing participation in this mutual process of identity enactment, rather than any instructions which may (or may not) have been contained in his speech, that should be the basis for assessing his influence on, and responsibility for, the assault.

Ethical Leadership Responsibility Dimension in Conflict in the Time of (Corona-Covid-19)

The research proved that an organization can progress robust through integration, corporate performance, corporate governance and corporate social responsibility utilizing natured or nurtured ethical leaders.To develop leaders and followers, more commitment should be shown by the management. Principles of corporate governance must have formulated equally by all stakeholders. An ethical leadership has to employ organizational culture in mainstreaming corporate performance, corporate governance and corporate social responsibility.Leadership plays a vital role in enhancement the ethical performance in organizations, but the ways in which leaders’ actions intersect with formal moral regulations in shaping behavior have not been subject to research. This article addresses this topic through a qualitative study of the work of the “ethical leadership framework responsibility dimension in Conflict in the Time of (Corona-Covid -19)”.This research used the technique of stratified sampling to choose the respondents which accomplished the questionnaire and linear regression to analyze the generated data. Those were employed to examine the influence of ethical leadership on corporate performance, corporate governance and corporate social responsibility in chosen Lebanese communication public organization.

CHALLENGES OF LEADERSHIP AND FOLLOWERSHIP IN NIGERIAN GOVERNANCE ARCHITECTURE: AN ANALYTICAL REVIEW

The paper examines the challenges of leadership and followership in governance and how poor leadership has undermined democratic and sustainable development in Nigeria. Specifically, it explores reasons why one of the world most endowed nations in human capacity continues to be bequeathed mis-governance. Using documentary approach, we argue that the challenges for poor leadership and followership in Nigeria’s contemporary political system are tied to corruption and self-aggrandizement of leaders and followers with unquenchable self-centeredness coupled with a crop of leaders without vision towards the betterment of the country. We conclude however that Nigerians should focus on electing leaders with proven track records of selfless service, achievement towards geared sustainability and developmental stride for efficiency, effectiveness and higher productivity. If this was done in line with the intent to salvage the crumbling political system, there would be renewed value orientation that is required to make Nigerians more politically responsible to the country.

Leadership and Followership in Military Interprofessional Health Care Teams

ABSTRACT Introduction The U.S. Military has long been aware of the vital role effective leaders play in high-functioning teams. Recently, attention has also been paid to the role of followers in team success. However, despite these investigations, the leader-follower dynamic in military interprofessional health care teams (MIHTs) has yet to be studied. Although interprofessional health care teams have become a topic of increasing importance in the civilian literature, investigations of MIHTs have yet to inform that body of work. To address this gap, our research team set out to study MIHTs, specifically focusing on the ways in which team leaders and followers collaborate in MIHTs. We asked what qualities of leadership and followership support MIHT collaboration? Materials and Methods This study was conducted using semi-structured interviews within a grounded theory methodology. Participants were purposefully sampled, representing military health care professionals who had experience working within or leading one or many MIHTs. Thirty interviews were conducted with participants representing a broad range of military health care providers and health care specialties (i.e., 11 different health professions), ranks (i.e., officers and enlisted military members), and branches of the U.S. Military (i.e., Army, Navy, and Air Force). Data were collected and analyzed in iterative cycles until thematic saturation was achieved. The subsets of data for leadership and followership were further analyzed separately, and the overlap and alignment across these two datasets were analyzed. Results The insights and themes developed for leadership and followership had significant overlap. Therefore, we present the study’s key findings following the two central themes that participants expressed, and we include the perspectives from both leader and follower viewpoints to illustrate each premise. These themes are as follows: (1) a unique collaborative dynamic emerges when team members commit to a shared mission and a shared sense of responsibility to achieve that mission; and (2) embracing and encouraging both leader and follower roles can benefit MIHT collaboration. Conclusions This study focused on ways in which team leaders and followers on MIHTs collaborate. Findings focused on qualities of leadership and followership that support MIHT’s collaboration and found that MIHTs have a commitment to a shared mission and a shared sense of responsibility to achieve that mission. From this foundational position of collective responsibility to achieve a common goal, MIHTs develop ways of collaborating that enable leaders and followers to excel to include (1) understanding your role and the roles of others; (2) mutual respect; (3) flexibility; and (4) emotional safety. The study data suggest that MIHT members work along a continuum of leadership and followership, which may shift at any moment. Military interprofessional health care teams members are advised to be adaptive to these shared roles and contextual changes. We recommend that all members of MIHTs acquire leadership and followership training to enhance team performance.

What leaders tell and employees hear – an intention-perception model of storytelling in leadership

Purpose Storytelling is considered an effective leadership behavior. However, research on storytelling’s effects on followers is scarce and disconnected from leadership theory. This paper aims to explore the perspectives of both leaders and followers with a focus on interaction-based moderators and affective mediators of storytelling effects, building on transformational leadership and leader-member exchange theory. Design/methodology/approach Data from semi-structured interviews (N = 27 independent leaders and followers) were analyzed with a combined content-analytic and grounded theory approach. Findings Leaders’ intended effects of storytelling (transformation, relationship and information) evoked either positive or negative affective reactions in followers depending on how well the story met followers’ needs (need-supply fit), the adequacy of the input load transported by the story (story load) and how followers interpreted their leaders’ story (story appraisal). Followers’ positive or negative affective reactions translated into positive effects (corresponding to leaders’ intended effects) or negative effects (contradicting leaders’ intended effects), respectively. Results were integrated into an intention-perception model of storytelling. Originality/value Proposing an intention-perception model of storytelling, this paper explains when and why unintended effects of storytelling happen, and thus provides an alternative view to the one-fits-all approach on leaders’ storytelling advocated by popular management literature.