The power of We in followership: strategies for followership development

IF 1.9 Q3 MANAGEMENT

INDUSTRIAL AND COMMERCIAL TRAINING Pub Date : 2021-06-04 DOI:10.1108/ICT-04-2021-115

Rachael Thompson, Stephanie Lynn Gresh, M. Hurwitz

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Abstract

In this special issue of Industrial and Commercial Training, we focus on the importance of enabling collaborative followership practices within organizations and consider ways in which development and training can help to achieve and support this. There is a widely acknowledged disparity between leadership and followership studies, despite the two being so interconnected (Hollander, 1992; Hurwitz and Hurwitz, 2015). In academia, we see endless leadership-based publications, research and study opportunities. In practice, we see an emphasis on obtaining formal leadership positions and engaging in training opportunities to develop such skills. And yet, regrettably, the same cannot be said for followership despite the increasing body of research suggesting that followership has a critical impact on workplace relationships (Hoption, 2016; Hurwitz and Hurwitz, 2009a) and effectiveness (Hurwitz and Hurwitz, 2015; Sy et al., 2006). Without such opportunities to talk and relate to followership, the ability to develop followership training remains a difficult endeavour that few attempt. This issue will continue the conversation of followership within Industrial and Commercial Training, drawing on previously published papers that have provided insightful discussions around the need to enable followership to “flourish” (Bufalino, 2018, p.55) and those behaviours considered effective for followership (Manning and Robertson, 2016) and tools to do so (Hurwitz andHurwitz, 2009b).

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“我们”在追随中的力量:追随发展的策略

在本期《工业和商业培训》特刊中，我们将重点关注在组织内实现协作追随实践的重要性，并考虑发展和培训有助于实现和支持这一点的方式。领导力和追随者研究之间存在着公认的差异，尽管两者之间存在着如此密切的联系（Hollander，1992；Hurwitz和Hurwitz，2015）。在学术界，我们看到了无穷无尽的基于领导力的出版物、研究和学习机会。在实践中，我们看到重点是获得正式的领导职位，并参与培训机会来发展这种技能。然而，令人遗憾的是，尽管越来越多的研究表明，追随者对工作场所关系有着至关重要的影响，但追随者的情况却并非如此（Hopion，2016；Hurwitz和Hurwitz，2009a）和有效性（Hurwitz和Hurwiz，2015；Sy等人，2006年）。如果没有这样的机会与追随者交谈和建立联系，发展追随者培训的能力仍然是一项困难的努力，很少有人尝试。本期将继续讨论工商培训中的追随者问题，借鉴之前发表的论文，这些论文围绕使追随者“蓬勃发展”的必要性（Bufalino，2018，第55页）以及那些被认为对追随者有效的行为（Manning和Robertson，2016）和实现追随者有效的工具（Hurwitz和Hurwitz，2009b）进行了深入的讨论。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

INDUSTRIAL AND COMMERCIAL TRAINING MANAGEMENT-

CiteScore

3.10

自引率

7.10%

发文量

期刊介绍： ■Action learning-principles and practice ■Applications of new technology ■Careers management and counselling ■Computer-based training and interactive video ■Continuing management education ■Learning methods, styles and processes ■Managing change ■Marketing, sales and customer services ■New training and learning methods ■Quality circles, team-working and business games ■Recruitment and selection ■Specialist training-needs and methods ■Youth employment and training ■Topicality Too much training theory takes too long to read and may not have immediate practical advantages.