DocumentCode
2972635
Title
Notice of Retraction
The power of followership: Leaders, who are you leading?
Author
Zawawi, A.A. ; Kamarunzaman, N.Z. ; Hussin, Zulfazli ; Campbell, Joe
Author_Institution
Fac. of Administrative Sci. & Policy Studies, Univ. Technol. Mara, Skudai, Malaysia
fYear
2012
fDate
24-27 June 2012
Firstpage
195
Lastpage
199
Abstract
Notice of Retraction
After careful and considered review of the content of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE´s Publication Principles.
We hereby retract the content of this paper. Reasonable effort should be made to remove all past references to this paper.
The presenting author of this paper has the option to appeal this decision by contacting TPII@ieee.org.
Notice of Retraction
After careful and considered review of the content of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE´s Publication Principles.
We hereby retract the content of this paper. Reasonable effort should be made to remove all past references to this paper.
The presenting author of this paper has the option to appeal this decision by contacting TPII@ieee.org.
Followers have been the center of organizational focus in modern structure. The activation of followership could be a remark of successful leadership. Leaders must begin to understand the types of people they lead. Team members identify themselves as a unit and practically plan organizational development and progress to achieve similar strategies and objectives. The development of a leader-member exchange is based on characteristics of the `working relationship´ as opposed to a personal or friendship relationship. Leaders create unity through demonstration of group-mindedness by making more references to the collective history, the collective identity and interests, and collective efficacy. The more leaders augment follower identification (through role modeling or group socialization), the more followers will likely experience higher feelings of ownership and responsibility. This paper is intended to characterize the types of followers that might exist in organizations, and establish an integration of followers´ classification.
After careful and considered review of the content of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE´s Publication Principles.
We hereby retract the content of this paper. Reasonable effort should be made to remove all past references to this paper.
The presenting author of this paper has the option to appeal this decision by contacting TPII@ieee.org.
Notice of Retraction
After careful and considered review of the content of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE´s Publication Principles.
We hereby retract the content of this paper. Reasonable effort should be made to remove all past references to this paper.
The presenting author of this paper has the option to appeal this decision by contacting TPII@ieee.org.
Followers have been the center of organizational focus in modern structure. The activation of followership could be a remark of successful leadership. Leaders must begin to understand the types of people they lead. Team members identify themselves as a unit and practically plan organizational development and progress to achieve similar strategies and objectives. The development of a leader-member exchange is based on characteristics of the `working relationship´ as opposed to a personal or friendship relationship. Leaders create unity through demonstration of group-mindedness by making more references to the collective history, the collective identity and interests, and collective efficacy. The more leaders augment follower identification (through role modeling or group socialization), the more followers will likely experience higher feelings of ownership and responsibility. This paper is intended to characterize the types of followers that might exist in organizations, and establish an integration of followers´ classification.
Keywords
human resource management; personnel; professional aspects; psychology; team working; collective efficacy; collective history; collective identity; collective interests; follower classification; follower identification; followership; friendship relationship; group-mindedness; leader-member exchange; modern structure; organizational development plan; organizational focus; successful leadership; team members; working relationship; Cognitive science; Economics; History; Lead; Object recognition; Organizations; Psychology; followers; followers´ typology; followership; leadership; organizational psychology;
fLanguage
English
Publisher
ieee
Conference_Titel
Humanities, Science and Engineering Research (SHUSER), 2012 IEEE Symposium on
Conference_Location
Kuala Lumpur
Print_ISBN
978-1-4673-1311-7
Type
conf
DOI
10.1109/SHUSER.2012.6268851
Filename
6268851
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