8 edition of Leadership Processes and Follower Self-identity (Lea Series in Organization and Management.) found in the catalog.
July 1, 2003
by Lawrence Erlbaum
Written in English
|The Physical Object|
|Number of Pages||264|
Situational Leadership®, which stresses flexibility and simplicity in execution, prepares leaders to address the most pressing challenges pervasive in today’s work environment. ORIGINAL SITUATIONAL LEADERSHIP® RESEARCH By definition, a model is a repeatable process. To add value, that model has to be leveraged on a consistent basis. Ethical and Unethical Leadership: Exploring New Avenues for Future Research - Volume 20 Issue 4 - Michael E. Brown, Marie S. Mitchell Effects of emotional contagion and affect at work on leader and follower outcomes. Leadership Quarterly, 1 Leadership processes and follower self-identity. Mahwah, NJ: Erlbaum.
It is an influence process generated from acts of leading and following as social agents work together to agree about what needs to be done and how to do it. Formal leadership is exerted by persons appointed or elected to positions of formal authority in organizations. -Followership is a relationally-based process that includes how followers and leaders interact to construct leadership and its outcomes. Follower characteristics. Attributes, traits, motivations, perceptions. Leader characteristics. Attributes, power, perceptions, and affect.
Leadership involves an unequal distribution of power between leaders and other group members. `LEADERSHIP leader Interaction Followers Leadership is related to someone’s ability to motivate others and managing interpersonal behaviour. Needless to say, it relies heavily on the process of effective communication. He recently received the Leadership Quarterly distinguished scholar award for career contribution to the study of leadership. He has co-authored the books Leadership and Information Processing: Linking Perceptions and Performance with Karen Maher, and Leadership Processes and Follower Self-Identity with Douglas Brown.
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Therefore, leadership theory needs to be articulated with a theory of how followers create meaning from leadership acts and how this meaning helps followers self-regulate in specific contexts.
In this book, an attempt is made to develop such a theory, maintaining that the central construct in this process is the self-identity of by: The most critical constructs do not come directly from the leadership literature, but from social and cognitive theory pertaining to follower's self-identity, self-regulatory processes.
Leadership Processes and Follower Self-identity (Organization and Management Series) - Kindle edition by Lord, Robert G., Brown, Douglas J. Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading Leadership Processes and Follower Self-identity 5/5(1).
Leadership Processes and Follower Self-Identity Robert G. Lord, Douglas J. Brown Presenting a follower-centered perspective on leadership, this book focuses on followers Leadership Processes and Follower Self-identity book the direct determinant of leadership effects because it is generally through follower reactions and behaviors that leadership attempts succeed or fail.
The most critical constructs do not come directly from the leadership literature, but from social and cognitive theory pertaining to follower's self-identity, self-regulatory processes, motivation, values, cognitions, and emotions and perceptions of social by: Get this from a library.
Leadership processes and follower self-identity. [Robert G Lord; Douglas J Brown] -- Presenting a follower-centered perspective on leadership, this book focuses on followers as the direct determinant of leadership effects because it is generally through follower reactions and.
Because leadership effects are largely mediated by follower self-regulatory processes, we maintained that it made sense to focus on subordinate self-regulation as the source of a second-order, scientifically grounded theory of leadership processes and then work backwards, by using reverse engineering, to obtain a more comprehensive Author: Robert G.
Lord, Douglas J. Brown. The Follower. The follower is not a passive player in the leadership process. Edwin Hollander, after many years of studying leadership, suggested that the follower is the most critical factor in any leadership event. 13 It is, after all, the follower who perceives the situation and comes to define the needs that the leader must fulfill.
In addition, it is the follower who either rejects. A growing body of leadership literature focuses on leader and follower identity dynamics, levels, processes of development and outcomes. Despite the. A growing body of leadership literature focuses on leader and follower identity dynamics, levels, processes of development and outcomes.
Despite the importance of the phenomena, there has been surprisingly little effort to systematically review the widely dispersed literature on leader and follower identity.
Therefore, leadership theory needs to be articulated with a theory of how followers create meaning from leadership acts and how this meaning helps followers self-regulate in specific contexts. In this book, an attempt is made to develop such a theory, maintaining that the central construct in this process is the self-identity of followers.
Executive Summary. Leadership is a process that emerges from a relationship between leaders and followers. People will be more effective leaders when. Followership is the actions of someone in a subordinate can also be considered as a specific set of skills that complement leadership, a role within a hierarchical organization, a social construct that is integral to the leadership process, or the behaviors engaged in while interacting with leaders in an effort to meet organizational objectives.
Leadership Processes and Follower Self-identity (Organization and Management Series) [Hardcover] Lord, Robert G. and Brown, Douglas J. ISBN ISBN New. Stanford Libraries' official online search tool for books, media, journals, databases, government documents and more.
Leadership processes and follower self-identity in SearchWorks catalog Skip to search Skip to main content. Leadership processes and follower self-identity / Bibliographic Details; Main Author: Lord, Robert G. Search for the book on E-ZBorrow. a Leadership processes and follower self-identity / |c Robert G.
Lord, Douglas J. Brown. Kelley successfully developed an assessment to identify the varying types of followers and brought high visibility to the importance of followership in the leader/follower relationship, which he details in his book The Power of Followership.
Exemplary followers, according to Dr. Kelley, are highly engaged and thinking independently. Bligh and Kohles (), for example, identified three broad categories: (i) follower attributes that are pertinent to the leadership process, including such constructs as perceptions, identity, affect, motivations and values; (ii) leader–follower relations including the active role played by followers on the leadership dynamic and (iii.
James MacGregor Burns (August 3, in Melrose, MA – J in Williamstown, MA) was an American historian and political scientist, presidential biographer, and authority on leadership was the Woodrow Wilson Professor of Government Emeritus at Williams College and Distinguished Leadership Scholar at the James MacGregor Burns Academy of Leadership.
H. Wang, Y. Sui, F. Luthans, D. Wang, Y. WuImpact of authentic leadership on performance: Role of followers’ positive psychological capital and relational processes Journal of Organizational Behavior, 35 (1) (), pp. there are scholars who see leadership as a sociological phenomenon, meaning a leader is the outcome of a combination of people, groups, and the needs of a situation.
The article then lists the several different approaches to define leadership from the book Bass & Stogdill’s Handbook of Leadership. The book defines leadership as “an interaction. The leadership process is the ongoing relationship between leaders and followers to accomplish company goals.
Leadership is basically the influence of a leader in achieving shared goals through followers. The process of leaders and followers working together is different for each business.A sign of poor leadership is blaming followers for not having skills they do not have.
Fourth, honesty. The follower owes the leader an honest and forthright assessment of what the leader is trying to achieve and how.
This is especially the case when the follower feels the leader’s agenda is seriously flawed.