This study reviews the burgeoning literature on followership and tests propositions from a recently developed theoretical framework to explore the relationship between follower behaviours, leaders’ perceptions of follower trustworthiness (trusting beliefs), and leaders’ subsequent willingness to be vulnerable to the actions of their followers (trusting intentions). Leaders’ implicit followership theories (IFTs) were examined as a potential moderator of both relationships. Results revealed that passive followership influenced leaders’ trusting beliefs negatively, whereas collaborative followership had a positive influence on leaders’ trusting beliefs as well as leaders’ trusting intentions. The most extreme form of proactive followership, challenging followership, had nonsignificant relationships with leaders’ trusting beliefs and intentions. In addition, leaders’ IFTs did not interact with followership behaviour to produce any change in leaders’ trusting beliefs. However, IFTs were found to moderate the relationship between leaders’ trusting beliefs and trusting intentions. Implications for research and practice are discussed in light of the results.

Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2019 / A large number of IT projects fail due to uncertainties involved in these projects. Some of these uncertainties include the changing of specification of the original project and the cause of that can be attributed to the ever changing IT environment. These changes lead to scope creep which causes cost and schedule overruns. For IT projects to be pronounced as being successful, they have to be completed within the specified time, budget, and according to quality. To run successful IT projects is always a difficult task due to the fact that project managers lack the necessary skills and competencies. There is a great need for project managers that are competent in managing budget, time, and quality in IT projects. The poor management of IT projects is a global challenge; it’s not only happening in South Africa. In this study the researcher adapted the use of both qualitative and quantitative research methods to evaluate competencies of the project manager with the aim of determining those that would assist project managers to execute successful IT projects. The current study focuses on the competencies that make IT project managers to run successful IT projects, these are Leadership competencies to influence and persuade project team to follow a certain direction, Communication competencies to communicate all the project information effectively to relevant stakeholders, Decision making competencies to make crucial decisions in a timely fashion, Problem solving competencies to provide needed solutions on critical problems.

Communication has always been one of the greatest tools for people to interact with each other. Taking into consideration that the easiness of interacting with people all over the world was never easier, one can see that, today, we have more different channels, languages and ways of how to communicate than every before. But globalization also means that our communication and understanding is changing. Globalization asks for adaptation of our old and beloved perception of communication, and creates synergies of our understanding, coming from all over the world. As the world is moving and changing, we are moving and sense making plays an important role for us, to recognize and understand what is actually going on around us. Organizations are facing confused employees and leaders do not know how to handle their followers. This change is the reason why communication and its sense making are so to say two pillars for a world of interacting people. I see great importance, causing threats, and at the same time I see opportunities for improvements with these pillars, which organizations, individuals as well as groups should be aware of. To understand the necessity of these pillars, this thesis tries to analyze their importance by relating and presenting their effects to and on people’s interactions. As it is a thesis within the field of business and leadership it will mainly deal with the perspectives of organizations and the people involved. Furthermore it will be tried to narrow down the topic even more, going into detail of internal communication of the modern world, meaning the younger generations using all new methods of communication.

No / The purpose of this paper is to highlight the loss of moral capital incurred by an organization from indifferent or deferential followers of bad leaders. Despite the proliferation of codes of conduct and ethics and compliance programs throughout the business community, the prevalence of malevolence and malfeasance in organizations continues to rise. While a good deal is known about bad leadership, far less is known about bad followership.

yes / It has long been recognized that "when bad men combine, the good must associate; else they will fall, one by one, an unpitied sacrifice in a contemptible struggle" (Burke 1770, p. 146). In order words, all that is needed for evil to triumph is for good people to do nothing. Edmond Burke made the peril of inaction and dissociation in the midst of wrongdoing clear. When the need to act against victimisation arises, resistance is essential, and should not befall a brave few, for as Burke contended, there is safety in numbers. Despite Burke's advice, social psychological research (most notably by Latané and Darley 1970; Milgam 1974; Zimbardo, Banks and Jaffe 1973) has demonstrated the unreliability of unsolicited prosocial intervention into even the most glaring atrocities. Simply put, the numbers needed to ensure safety may not be there. While the reasons for inaction are both complex and manifold, they invariably point to a lack of supererogation and fiduciary responsibility. People look on rather than intervene either because they do not consider the fate of others their responsibility or business (Zimbardo 2007). Hence, are those who witness rather than contest victimisation innocent bystanders or accomplices? The answer has particular consequences for employees made victims of unscrupulous corporate supervisors, leaders, managers, and, most notably, their followers. This paper examines the moral question that inaction against victimisation in the corporate realm raises.

The challenges we face in society are becoming increasingly complex. Addressing complex problems (such as climate change, food security, and water conservation, among others) requires working with others in an interdependent and collaborative environment. However, employers have noted that college graduates are insufficiently prepared to work effectively in teams. The central problem this study seeks to solve pertains to the inability of college graduates to engage effectively in teamwork. I have identified transformational leadership and effective followership behaviors as predictors of teamwork quality and team effectiveness in the study. This study applies an explanatory sequential mixed methods design to examine: (a) whether transformational team leadership is positively related to team effectiveness, as mediated by teamwork quality, (b) whether effective team followership is positively related to team effectiveness, as mediated by teamwork quality; (c) team members' perceptions of overall teamwork quality, (d) team members' perceptions of how transformational team leadership influences overall teamwork quality and team effectiveness, (e) team members' perceptions of how effective team followership influences overall teamwork quality and team effectiveness, and (f) the differences and similarities that exist between teams in the perceptions of teamwork quality, transformational team leadership and effective team followership. Quantitative data were collected through surveys that were completed by 98 students (n=98) subdivided into 20 project teams (j=20) in the Virginia Governor School for Agriculture, as well as 84 students (n=84) subdivided into 10 project teams (j=10) in a leadership class at the University of Georgia. Follow-up focus groups were conducted with five teams (j = 5, n = 27). Statistical analyses included: descriptive statistics, correlational tests, exploratory factor analysis (EFA), Cronbach's alpha tests, and a mediation analysis based on ordinary least square regression-based path analysis. Coding and thematic analysis of focus group transcripts were carried out in the qualitative phase. Findings indicate that transformational team leadership was positively related to team effectiveness ( = 0.54, p < .05), such that the relationship was mediated by teamwork quality. However, teamwork quality did not mediate the relationship between effective team followership and team effectiveness. Findings show a distinction in the perception of teamwork quality between teams. Those with low-quality teamwork started out with limited social cohesion, exhibited social loafing, and were polarized along in-group versus out-group lines. In contrast, groups with high-quality teamwork started out with team bonding, resolved minor conflicts quickly, and established team synergy. Similarly, findings show a distinction in the perception of team leadership between teams, where those with low-quality teamwork exhibited centralized leadership, while teams with high-quality teamwork exhibited shared leadership. Lastly, findings show a distinction in the perception of team followership between teams, where those with low-quality teamwork exhibited passive team followership, and those with high-quality teamwork exhibited proactive team followership. The study has important implications for college students, leadership educators, organizations, and researchers. / Doctor of Philosophy / In today's world, employers are interested in the ability of college graduates to work effectively in a team. This is because the problems organizations face today are increasingly complex and require teamwork. Unfortunately, employers have rated many college graduates as inadequately prepared to work effectively in teams. Seeing this problem, I wanted to know what factors influence college graduates' ability to engage effectively in teamwork. While leadership researchers have identified team members' leadership and followership behaviors as factors that influence their ability to work effectively in a team, there is a need to know what that relationship looks like. Therefore, in this study, I have explored how transformational leadership and effective followership behaviors of team members influence teamwork quality and team effectiveness. I surveyed 20 student project teams comprised of 98 students in the Virginia Governor School for Agriculture, as well as 10 student project teams comprised of 84 students in a leadership class at the University of Georgia. As a follow-up, I conducted small-group discussions with five teams to understand what was going on in their teams regarding teamwork quality, leadership, and followership. I found that transformational team leadership influenced team effectiveness by improving the quality of teamwork in a team. However, effective team followership did not improve the quality of teamwork in a team. I also found a distinction in the perception of teamwork quality between teams. Those with low-quality teamwork started out with limited social cohesion, exhibited social loafing, and were polarized along in-group versus out-group lines. On the other hand, teams with high-quality teamwork started out with team bonding, resolved minor conflicts quickly, and established team synergy. Similarly, I found a distinction in the perception of team leadership between teams, where those with low-quality teamwork exhibiting centralized leadership, and those with high-quality teamwork exhibited shared leadership. Lastly, I found a distinction in the perception of team followership between teams, where those with low-quality teamwork exhibited passive team followership, and teams with high-quality teamwork exhibited proactive team followership. The study has important implications for college students, leadership educators, organizations, and researchers.

The purpose of the following study was to advance the science of leadership emergence by taking a process-oriented approach to understand the dyadic micro-level interacts that underlie the emergence of leader-follower relationship. While most leadership emergence research focuses mainly on attributes, behaviors, or perceptions of individuals and neglects the multi-level, temporal and contextual of the emergence leaders, this study focuses on dyads' attributes, behaviors and perceptions and considers the teams, over time, and in situ. Individuals worked together in teams over the course of four weeks to accomplish a task, and their verbal interactions were recorded and coded. Attributes of dyads and dyadic perceptions of leader-follower relationship emergence were collected. Results showed dyads that were more similar in leadership self-efficacy were more likely to engage in symmetrical types of interactions. Furthermore, the more dyads engaged in such symmetrical exchanges, the more likely they were to both see each other as leaders, than to both not see each as leaders. Contrary to expectations, no significant results were found for the effect of dyadic dissimilarity on dyadic interactions, or for the effect of complementary interactions of leader-follower relationship emergence. Implications of these findings are discussed. / Ph. D.

Introduction: The co-construction of leadership is a relatively new theoretical concept thatis growing in demand in the field of science. Since our global workforce becomes moreheterogenous and attitudes towards leader-follower relationships evolve, a successfulinteraction between leaders and followers becomes more central to the overall functioningof an organisation. With a global business climate that gradually shifts its focus onemploying more horizontal modes of organising, more emphasis is put on improving thequality of dyadic work relationships. Purpose: The purpose of this study is to explore the esteemed role of follower behaviourin the co-construction of leadership in an intercultural context. Since most literatureemphasis on leader-follower relationships we are interested in exploring a follower-centricperspective on the co-construction of leadership. By adding the aspect of interculturalcontexts, a broader understanding of the impact of culture and communication can beapplied to this study. Research methodology: This study is a case study based on a qualitative research methodwith an inductive research approach. We have held nine recorded semi-structuredinterviews nearly equally spread between leaders and followers with different culturalbackgrounds working for a MNC in the finance industry. We have created a conceptualtheoretical model which was constructed based on findings of empirical data, which isbased on the following five themes - follower behaviour, leader behaviour, working in anintercultural context, leader-follower relationship, and co-construction of leadership. Results and analysis: The result of this study reveals that follower behaviour, leaderbehaviour, dyadic leader-follower relationships, and constructive communication areimportant aspects to have knowledge of to comprehend what actions can be undertaken tofacilitate the co-construction of leadership in an intercultural context. Conclusion: The role of follower behaviour in the co-construction of leadership in anintercultural context plays an active role in the co-constructing of leadership. Bydisplaying certain desirable behaviour and traits, as well as communicating constructively,followers can positively influence leadership. This can be facilitated by leaders that enablefollowers with trust, partnership and growth. In addition, interculturality adds anadditional layer that encompasses diverse perspectives and approaches and encouragespersonal growth.

This thesis aims to discuss three main categories such as: leadership, working environment and followers’ creativity. Particularly, the general principle of the work is to define how those notions are intertwined. Having used the principles of the Grounded theory (Corbin &amp; Strauss, 2008), we conducted our research with the main emphasis of originating theory from the data that was collected from empirical and theoretical materials. In particular, we found out that leadership factors classified as “work-related” influence the “organizational culture”. Similarly, “management skills” of the leader are closely interrelated with “organizational structure”. Finally, “team-related” leadership traits have their immediate effect on “organizational climate”. Consequently, we can state leadership is able to set up a creative working environment that fosters individual’s creativity. Later forward, the creative working environment is believed to be an ultimate prerequisite that fosters individuals’ creativity. However, it is pertinent to note that leadership as such, can directly influence employees’ creativity as well. As a final analysis, we claim that authentic leadership due to its indispensable attributes is an ultimate prerequisite that enhances individual’s creativity based on the findings of our research.

Social media have become more and more present in the daily life. At the same time, online communities were created about all kinds of topics and the number of opinion leaders increased. With time, those leaders attract followers, starting from nothing to millions of them. Through this thesis, I studied the evolution of the relationship between followers and opinion leaders on social media. This study aims to contribute to the understanding of followers-opinion leaders relationship and simultaneously fill gaps within the leadership field.In order to study this relationship, several methods of data gathering has been used. Both sides has been interviewed, the followers via qualitative questionnaires and face-to-face interviews and the opinion leader only via qualitative questionnaire. Additional data has been collected on the social media platforms used by the interviewed opinion leaders.To conclude my thesis, I described the evolution with the garden metaphor. It highlighted the different phases which opinion leaders and followers are going through.