What does it mean to follow? An exploration of a followership profile in hospitality and tourism

References

• Agho, A.O. (2009). Perspectives of senior-level executives on effective followership and leadership. Journal of Leadership & Organizational Studies, 16, 159–166. doi:10.1177/1548051809335360
   Google Scholar
• Aldoory, L., & Toth, E. (2004). Leadership and gender in public relations: Perceived effectiveness of transformational and transactional leadership styles. Journal of Public Relations Research, 16(2), 157–183. doi:10.1207/s1532754xjprr1602_2
   Google Scholar
• Antonakis, J., Avolio, B.J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using the multifactor leadership questionnaire. The Leadership Quarterly, 14(3), 261–295. doi:10.1016/S1048-9843(03)00030-4
   Web of Science ®Google Scholar
• Avolio, B.J., Bass, B.M., & Jung, D.I. (1999). Re-examining the components of transformational and transactional leadership using the multifactor leadership questionnaire. Journal of Occupational and Organizational Psychology, 72(4), 441–462. doi:10.1348/096317999166789
   Web of Science ®Google Scholar
• Baker, G.R., & Denis, J. (2011). Medical leadership in health care systems: From professional authority to organizational leadership. Public Money & Management, 31(5), 355–362. doi:10.1080/09540962.2011.598349
   Web of Science ®Google Scholar
• Baker, S.D., & Gerlowski, D.A. (2007). Team effectiveness and leader-follower agreement: An empirical study. Journal of American Academy of Business, 12(1), 15–23.
   Google Scholar
• Barbuto, J.E., Jr., & Wheeler, D.W. (2006). Scale development and construct clarification of servant leadership. Group & Organization Management, 31(3), 300–326. doi:10.1177/1059601106287091
   Web of Science ®Google Scholar
• Bass, B.M. (1985). Leadership and performance beyond expectations. London: Free Press.
   Google Scholar
• Bass, B.M. (1991). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19–31. doi:10.1016/0090-2616(90)90061-S
   Web of Science ®Google Scholar
• Bass, B.M. (1996). Theory of transformational leadership redux. The Leadership Quarterly, 6(4), 463–478. doi:10.1016/1048-9843(95)90021-7
   Web of Science ®Google Scholar
• Bass, B.M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage.
   Google Scholar
• Bass, B.M., & Avolio, B.J. (1995). MLQ multifactor leadership questionnaire. Redwood City, CA: Mind Garden.
   Google Scholar
• Bass, B.M., & Avolio, B.J. (1997). Full range leadership development: Manual for the multifactor leadership questionnaire (pp. 43–44). Palo Alto, CA: Mind Garden.
   Google Scholar
• Bass, B.M., & Stogdill, R.M. (1990). Handbook of leadership (Vol. 11). New York, NY: Free Press.
   Google Scholar
• Baublits, J.L. (2014). Promoting creative capacity in followership education. Journal of Leadership Education, 14, 146–155. doi:10.12806/v13/i4/c15
   Google Scholar
• Bjugstad, K., Thach, E.C., Thompson, K.J., & Morris, A. (2006). A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral and Applied Management, 7(3), 304–319.
   Google Scholar
• Blake, R., & Mouton, J. (1964). The managerial grid: The key to leadership excellence. Houston, TX: Gulf Publishing.
   Google Scholar
• Blanchard, A.L., Welbourne, J., Gilmore, D., & Bullock, A. (2009). Followership styles and employee attachment to the organization. The Psychologist-Manager Journal, 12(2), 111–131. doi:10.1080/10887150902888718
   Google Scholar
• Bridges, E.M., & Hallinger, P. (1996). Problem-based learning in leadership education. New Directions for Teaching and Learning, 68, 53–61. doi:10.1002/(ISSN)1536-0768
   Google Scholar
• Brum, C.A., & Drury, S. (2013). Leadership that empowers: How strategic planning relates to followership. Engineering Management Journal, 25(4), 17–32. doi:10.1080/10429247.2013.11431992
   Web of Science ®Google Scholar
• Brungardt, C. (1997). The making of leaders: A review of the research in leadership development and education. Journal of Leadership & Organizational Studies, 3(3), 81–95. doi:10.1177/107179199700300309
   Google Scholar
• Cai, L.A., & Hobson, J.S.P. (2004). Making hotel brands work in a competitive environment. Journal of Vacation Marketing, 10(3), 197–208. doi:10.1177/135676670401000301
   Google Scholar
• Carsten, M.K., Uhl-Bien, M., West, B.J., Patera, J. L., & McGregor, R. (2010). Exploring social constructions of followership: A qualitative study. The Leadership Quarterly, 21(3), 543–562. doi:10.1016/j.leaqua.2010.03.015
   Web of Science ®Google Scholar
• Chaleff, I. (1995). The courageous follower: Standing up to and for our leaders. San Francisco, CA: Barrett-Koehler.
   Google Scholar
• Chaleff, I. (2003). The courageous follower: Standing up to and for our leaders (2nd ed.). San Francisco, CA: Berrett-Koehler.
   Google Scholar
• Chaleff, I. (2008). Creating new ways of following. The art of followership: How great followers create great leaders and organizations. In R.E. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (Vol. 146, 1st ed., pp. 67–87). San Francisco, CA: Jossey Bass.
   Google Scholar
• Chou, S.Y. (2012). Millennials in the workplace: A conceptual analysis of Millennials’ leadership and followership styles. International Journal of Human Resource Studies, 2(2), 71–89. doi:10.5296/ijhrs.v2i2.1568
   Google Scholar
• Colangelo, A.J. (2000). Followership: Leadership styles (Doctoral dissertation). University of Oklahoma, Norman, OK.
   Google Scholar
• Collinson, D. (2005). Dialectics of leadership. Human Relations, 58(11), 1419–1442. doi:10.1177/0018726705060902
   Web of Science ®Google Scholar
• Collinson, D. (2006). Rethinking followership: A post-structuralist analysis of follower identities. The Leadership Quarterly, 17(2), 179–189. doi:10.1016/j.leaqua.2005.12.005
   Web of Science ®Google Scholar
• Crossman, B., & Crossman, J. (2011). Conceptualising followership–a review of the literature. Leadership, 7(4), 481–497.
   Web of Science ®Google Scholar
• Dansereau, F., Graen, G.B., & Haga, W. (1975). A vertical dyad linkage approach to leadership within formal organizations. Organizational Behavior and Human Performance, 13(1), 46–78. doi:10.1016/0030-5073(75)90005-7
   Web of Science ®Google Scholar
• Dixon, E.N. (2003). An exploration of the relationship of organizational level and measures of follower behaviors (Doctoral dissertation). The University of Alabama, Huntsville.
   Google Scholar
• Dixon, G. (2009). Can we lead and follow? Engineering Management Journal, 21(1), 34–41. doi:10.1080/10429247.2009.11431796
   Web of Science ®Google Scholar
• Dixon, G., Mercado, A., & Knowles, B. (2013). Followers and generations in the workplace. Engineering Management Journal, 25(4), 62–72. doi:10.1080/10429247.2013.11431996
   Web of Science ®Google Scholar
• Dixon, G., & Westbrook, J. (2003). Followers revealed. Engineering Management Journal, 15(1), 19–26. doi:10.1080/10429247.2003.11415192
   Google Scholar
• Farling, M., Stone, A.G., & Winston, B. (1999). Servant leadership: Setting the stage for empirical research. Journal of Leadership & Organizational Studies, 6(1–2), 49–72. doi:10.1177/107179199900600104
   Google Scholar
• Graen, G.B., & Scandura, T. (1987). Toward a psychology of dyadic organizing. In B. Staw & L.L. Cumming (Eds.), Research in organizational behavior (Vol. 9, pp. 175–208). Greenwich, CT: JAI Press.
   Google Scholar
• Graen, G.B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247. doi:10.1016/1048-9843(95)90036-5
   Web of Science ®Google Scholar
• Haven‐Tang, C., & Jones, E. (2012). Local leadership for rural tourism development: A case study of Adventa, Monmouthshire, UK. Tourism Management Perspectives, 4, 28–35. doi:10.1016/j.tmp.2012.04.006
   Google Scholar
• Heifetz, R.A. (2007). The scholarly/practical challenge of leadership. In R.A. Couto (Ed.), Reflections on leadership (pp. 33–44). Lanham, MD: University Press of America.
   Google Scholar
• Hersey, P., & Blanchard, K.H. (1988). Management and organizational behavior. Englewood Cliffs, NJ: Prentice Hall.
   Google Scholar
• Hollander, E. (2012). Inclusive leadership: The essential leader-follower relationship. London: Routledge.
   Google Scholar
• Hollander, E. P. (1985). Leadership and power. In G. Lindzey & E. Aronson (Eds.), The handbook of social psychology (3rd ed., Vol. 2, pp. 485–537). New York, NY: Random House.
   Google Scholar
• Hollander, E. P. (2007). Relating leadership to active followership. Reflections on leadership (pp. 57–66). Lanham, MD: University Press of America.
   Google Scholar
• Hoption, C. (2014). Learning and developing followership. Journal of Leadership Education, 13, 129–137. doi:10.12806/V13/I3/IB1
   Google Scholar
• Howell, J.M., & Avolio, B.J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78(6), 891–902. doi:10.1037/0021-9010.78.6.891
   Web of Science ®Google Scholar
• Kang, J.W., Heo, J.H., & Kim, J.H. (2015). The followership of hotel employees and the relationship between occupational burnout, job stress, and customer orientation: Targeting the hotel service providers at luxury hotels. Tourism and Hospitality Research. doi:10.1177/1467358415610374
   Web of Science ®Google Scholar
• Kellerman, B. (2008). Followership: How followers are creating change and changing leaders (Center for Public Leadership). Cambridge, MA: Harvard Business Review Press.
   Google Scholar
• Kellerman, B. (2012). The end of leadership. New York, NY: Harper Collins.
   Google Scholar
• Kelley, R.E. (1988). In praise of followers. Harvard Business Review, 66(6), 142–148.
   Web of Science ®Google Scholar
• Kelley, R.E. (1992). The power of followership: How to create leaders people will want to follow and followers who lead themselves. New York, NY: Doubleday.
   Google Scholar
• Kelley, R.E. (2004). Followership. In G.M. Burns, G.R. Goethel, & G.J. Sorenson (Eds.), Encyclopedia of leadership (pp. 504–513). Oxford: Sage Reference.
   Google Scholar
• Kelley, R.E. (2008). Rethinking followership. In R.E. Riggio, I. Chaleff, & J. Lipman-Blumen (Eds.), The art of followership: How great followers create great leaders and organizations (pp. 5–15). New York, NY: Wiley & Sons.
   Google Scholar
• Komives, S.R., Lucas, N., & McMahon, T.R. (2009). Exploring leadership: For college students who want to make a difference. New York, NY: John Wiley & Sons.
   Google Scholar
• Kouzes, J.M., & Posner, B.Z. (2006). The five practices of exemplary student leadership. San Francisco, CA: Jossey-Bass.
   Google Scholar
• Lowe, K.B., Galen Kroeck, K.G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly, 7(3), 385–425. doi:10.1016/S1048-9843(96)90027-2
   Web of Science ®Google Scholar
• Lundin, S.C., & Lancaster, L.C. (1990). Beyond leadership…the importance of followership. The Futurist, 24(1), 18–22.
   Google Scholar
• Mann, R.D. (1959). A review of the relationships between personality and performance in small groups. Psychological Bulletin, 56(4), 241–270. doi:10.1037/h0044587
   Web of Science ®Google Scholar
• Marion, R., & Uhl-Bien, M. (2001). Leadership in complex organizations. The Leadership Quarterly, 12(4), 389–418. doi:10.1016/S1048-9843(01)00092-3
   Web of Science ®Google Scholar
• Merriti, A.C., & Helmreich, R.L. (1996). Human factors on the flight deck: The influence of national culture. Journal of Cross-Cultural Psychology, 27(1), 5–24. doi:10.1177/0022022196271001
   Web of Science ®Google Scholar
• Montesino, M. (2003). Leadership/followership similarities between people in a developed and a developing country: The case of dominicans in NYC and dominicans on the island. Journal of Leadership & Organizational Studies, 10(1), 82–92. doi:10.1177/107179190301000107
   Google Scholar
• Posner, B.Z. (2004). A leadership development instrument for students: Updated. Journal of College Student Development, 45(4), 443–456. doi:10.1353/csd.2004.0051
   Web of Science ®Google Scholar
• Potter, E.H., Rosenbach, W.E., & Pittman, T.S. (2001). Followers for the times: Engaging employees in a winning partnership. In W.E. Rosenbach & R.L. Taylor (Eds.), Contemporary issues in leadership (5th ed., pp. 163–181). Boulder, CO: Westview Press.
   Google Scholar
• Raelin, J. (2003). Creating leaderful organizations: How to bring out leadership in everyone. San Francisco, CA: Berrett-Koehler.
   Google Scholar
• Raffo, D.M. (2013). Teaching followership in leadership education. Journal of Leadership Education, 12(1), 262–273. doi:10.12806/V12/I1/262
   Google Scholar
• Rosenau, J. (2004). Followership and discretion. Harvard International Review, 26(3), 14–17.
   Google Scholar
• Rost, J.C. (1995). Leadership: A discussion about ethics. Business Ethics Quarterly, 5(1), 129–142. doi:10.2307/3857276
   Google Scholar
• Rost, J.C. (2008). Leadership definition. In A. Marturano & J. Gosling (Eds.), Leadership: The key concepts (pp. 94–99). London: Routledge.
   Google Scholar
• Rost, J.C., & Barker, R.A. (2000). Leadership education in colleges: Toward a 21st century paradigm. Journal of Leadership & Organizational Studies, 7(1), 3–12. doi:10.1177/107179190000700102
   Google Scholar
• Russell, R.F. (2001). The role of values in servant leadership. Leadership & Organization Development Journal, 22(2), 76–84. doi:10.1108/01437730110382631
   Google Scholar
• Saunders, R. (2004). Leadership training in hospitality. Hospitality Review, 22(1), 4.
   Google Scholar
• Schindler, J.H. (2012). Followership as perceived by leaders in the hospitality industry (Doctoral dissertation). Walden University, Minneapolis, MN.
   Google Scholar
• Seteroff, S.S. (2003). Beyond leadership to followership: Leading from where you are. Victoria, Canada: Trafford.
   Google Scholar
• Stogdill, R.M. (1948). Personal factors associated with leadership: A survey of the literature. The Journal of Psychology, 25(1), 35–71. doi:10.1080/00223980.1948.9917362
   PubMed Web of Science ®Google Scholar
• Sy, T. (2010). What do you think of followers? Examining the content, structure, and consequences of implicit followership theories. Organizational Behavior and Human Decision Processes, 113(2), 73–84. doi:10.1016/j.obhdp.2010.06.001
   Web of Science ®Google Scholar
• Testa, M.R. (2000). Hospitality leaders: Do they know how their employees feel about them? Cornell Hotel and Restaurant Administration Quarterly, 42(6), 80–89.
   Google Scholar
• Uhl-Bien, M., Riggio, R.E., Lowe, K.B., & Carsten, M.K. (2014). Followership theory: A review and research agenda. The Leadership Quarterly, 25(1), 83–104. doi:10.1016/j.leaqua.2013.11.007
   Web of Science ®Google Scholar
• Van Vugt, M. (2006). Evolutionary origins of leadership and followership. Personality and Social Psychology Review, 10(4), 354–371. doi:10.1207/pspr.2006.10.issue-4
   PubMed Web of Science ®Google Scholar
• Van Vugt, M. (2009). Despotism, democracy, and the evolutionary dynamics of leadership and followership. American Psychologist, 64(1), 54–56. doi:10.1037/a0014178
   Web of Science ®Google Scholar
• Wang, P., & Cameron, A. (2012). Searching for the successful hospitality follower. A case study in followership. In CAUTHE 2012: The new golden age of tourism and hospitality. Book 2, Proceedings of the 22nd Annual Conference (pp. 645–649). Melbourne: La Trobe University.
   Google Scholar
• Zimmerman, E. (2015, Spetember 9). Jeffrey Pfeffer; why the leadership industry has failed. Insights for Stanford Business. Retrieved from https://www.gsb.stanford.edu/insights/jeffrey-pfeffer-why-leadership-industry-has-failed
   Google Scholar