A three factor model of followership: part 3 - research on followership, a three factor followership framework and practical implications

Tony Manning; Bob Robertson

摘要

Purpose - The first part of this paper pointed out that theory and research on followership is less extensive and less well known than that on leadership. It then described a three factor model of leadership and suggested it could be applied to and was consistent with other work on followership. The second part of the paper presented empirical evidence supporting the three factor model of leadership and justifying its extension and application to the full range of team roles, including follower and co-worker roles, as well as leader roles. This part of the paper looks specifically at follower roles and followership. Research findings are used to develop and describe a three factor model of follower behaviour. The paper aims to discuss these issues. Design/methodology/approach - A mixed group of managers, mainly from the UK public sector, completed a variety of self-assessment questionnaires, had 360 degree assessments completed on them, and provided information on their work role and situation. Research looked at the degree of correlation between variables and its statistical significance. This was used to assess the internal reliability and external validity of three factor measures of leader behaviours and team role behaviours. Information on contextual variables was used to measure leader and follower situations and develop leader-follower scales that were used to identify behaviours used by followers. In total, 360 degree assessments were also used to identify behaviours that are most and least valued when used by followers. Findings - The findings presented in the second part of this paper provided empirical support for the three factor model of leadership and its extension to the full range of team roles. The findings presented in this part of the paper identify behaviours used by individuals in follower roles and behaviours valued when used by individuals in such roles. By combining these two sets of findings, it was possible to produce a three factor model of effective follower behaviour, with each metacategory consisting of five behaviour sets and each set made up of four specific behaviours. Research limitations/implications - Effective organisations need effective followers and effective leaders. Moreover, the skills of the effective leader develop out of and build on those of the effective follower. Effective leaders and followers use essentially the same skills but use them in different situations, playing different roles. The research was carried out on a diverse sample of managers, drawn mainly from the UK public sector. However, it would be useful to extend the research to other populations. Practical implications - The findings provide evidence-based descriptions of effective follower behaviours. These have practical implications for leaders and for followers, as well those involved in their training and development. They establish the content of developmental activities for effective followers and indicate how the training and development of followers underpins that of leaders. Social implications - The findings challenge the widely held pre-occupation with leadership and the associated view that it is qualitatively different from and superior to leadership. In so doing, the three factor model of followership offers a challenge to the cult of leadership. Originality/value - This is the first published research to present empirical evidence supporting the three factor model of followership. In the research process, scales were developed to assess leader and follower roles and used to identify behaviours used by followers. They were also used in further research identifying behaviours most and least valued when used by followers. The instruments and the associated research were original.

机译：目的-本文的第一部分指出，与领导力相比，关于跟随者的理论和研究不够广泛和广为人知。然后，它描述了领导力的三因素模型，并建议该模型可以应用于与跟随者有关的其他工作并与之保持一致。本文的第二部分提供了经验证据，支持了领导力的三因素模型，并证明了其扩展和适用于整个团队角色，包括跟随者和同事角色以及领导者角色。本文的这一部分专门针对追随者角色和追随者。研究结果用于发展和描述追随者行为的三因素模型。本文旨在讨论这些问题。设计/方法/方法-混合的管理人员组，主要来自英国公共部门，完成了各种自我评估问卷，完成了360度评估，并提供了有关其工作角色和状况的信息。研究着眼于变量之间的相关程度及其统计意义。这用于评估领导者行为和团队角色行为的三个因素的内部可靠性和外部有效性。有关上下文变量的信息用于衡量领导者和跟随者的情况，并建立领导者跟随者的量表，以用于确定跟随者所使用的行为。总体而言，还使用360度评估来确定追随者使用时最有价值和最不有价值的行为。调查结果-本文第二部分提出的调查结果为领导力的三因素模型及其扩展到整个团队角色提供了经验支持。本文这一部分提出的发现确定了个人在追随者角色中使用的行为，以及个人在这种角色中使用时有价值的行为。通过将这两组发现结合起来，有可能产生一个有效的追随者行为的三因素模型，每个元类别由五个行为集组成，每个集合由四个特定行为组成。研究局限/意义-有效的组织需要有效的关注者和有效的领导者。此外，有效领导者的技能是在有效跟随者的技能基础上发展而来的。有效的领导者和追随者使用基本相同的技能，但在不同的情况下使用它们，扮演不同的角色。该研究是针对主要来自英国公共部门的各种管理者样本进行的。但是，将研究扩展到其他人群将是有用的。实际意义-研究结果提供了基于证据的对有效追随者行为的描述。这些对于领导者和追随者，以及参与其培训和发展的人们都具有实际意义。它们确定了针对有效追随者的发展活动的内容，并指出追随者的培训和发展如何为领导者提供支持。社会影响-研究结果挑战了人们对领导的普遍关注，并质疑这种观点与领导本质上是不同的，并且优于领导。在这种情况下，跟随者的三要素模型对领导力崇拜提出了挑战。原创性/价值-这是第一个发表的研究，提出了支持追随者三因素模型的经验证据。在研究过程中，制定了量表以评估领导者和追随者的角色，并用于识别追随者所使用的行为。它们还被用于进一步的研究中，以识别跟随者使用时最有价值和最不有价值的行为。仪器和相关研究是原创的。

A three factor model of followership: part 3 - research on followership, a three factor followership framework and practical implications

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