Strategic Followership: How Followers Impact Organizational Effectiveness

232 Pages·2014·1.88 MB·English

by  David B. Zoogah (auth.)

Strategic Followership
AlsobyDavidB.Zoogah
ManagingOrganizationalBehaviorintheAfricanContext
Strategic Followership
How Followers Impact Organizational
Effectiveness
David B. Zoogah
STRATEGICFOLLOWERSHIP
Copyright©DavidB.Zoogah,2014.
Softcover reprint of the hardcover 1st edition 2014 978-1-137-35621-5
Allrightsreserved.
Firstpublishedin2014by
PALGRAVEMACMILLAN®
intheUnitedStates—adivisionofSt.Martin’sPressLLC,
175FifthAvenue,NewYork,NY10010.
WherethisbookisdistributedintheUK,EuropeandtherestoftheWorld,
thisisbyPalgraveMacmillan,adivisionofMacmillanPublishersLimited,
registeredinEngland,companynumber785998,ofHoundmills,
Basingstoke,HampshireRG216XS.
PalgraveMacmillanistheglobalacademicimprintoftheabove
companiesandhascompaniesandrepresentativesthroughouttheworld.
Palgrave®andMacmillan®areregisteredtrademarksintheUnited
States,theUnitedKingdom,Europeandothercountries.
ISBN 978-1-349-67550-0 ISBN 978-1-137-35442-6 (eBook)
DOI 10.1057/9781137354426
LibraryofCongressCataloging-in-PublicationData
Zoogah,DavidB.
Strategicfollowership:howfollowersimpactorganizational
effectiveness/DavidB.Zoogah.
pages cm
Includesbibliographicalreferencesandindex.
1. Followership. 2. Organizationaleffectiveness. I. Title.
HD57.8.Z662015
302.3(cid:2)5—dc23 2014019680
AcataloguerecordofthebookisavailablefromtheBritishLibrary.
DesignbyIntegraSoftwareServices
Firstedition:November2014
10 9 8 7 6 5 4 3 2 1
DedicatedTo
Suakamane,mywonderfulMother,whoseteachingswerearrestedbyher
untimelydeparture.Mayhercontinuedguidancesustainandprotecther
grandchildren,ConiahandJalen,intheirjourneytowardtheglorious
summitshedreamedforthem!
Contents
ListofFigures ix
ListofTables xi
Preface xiii
Acknowledgments xvii
Part I Background
Introduction 3
1 TheoreticalPerspectivesofStrategicBehavior 17
2 Followership 39
Part II StrategicFollowership
3 StrategicFollowershipFramework 61
4 RestorativeFollowership 89
5 TranscendentFollowership 127
Part III Extensions
6 NeuralBasisofStrategicFollowership 157
7 VirtuousFollowership 175
8 ManagerialImplications 191
Notes 199
Bibliography 205
Index 221
Figures
I.1 Domainsofstrategicfollowership 12
1.1 Integratedmodelofstrategicfollowership 32
1.2 Decisiontreeofstrategicaction 35
2.1 Paretoefficiencyfrontierinthecontextofstrategicfollowership 50
2.2 Structuresoffollowership 52
3.1 Strategicfollowershipframework 64
3.2 Modelsofstrategicfollowershipdecision-making 70
3.3 Dimensionsofstrategicaction 83
4.1 Stagesofrestorativevalue 91
4.2 Relationalanchorage 93
4.3 Restorativestates 95
5.1 Valuecurveoftranscendentfollowership 133
5.2 Typesoftranscendentfollowers 137
6.1 Relationshipbetweenseparationandintegrationstrategies 159
6.2 Modelofdualsituations,neuralprocesses,and
strategicbehavior 161
6.3 Attentionalfocusandstrategicbehavior 164
6.4 Neuromodulationofstrategicfollowership 167
6.5 Frontiersofstrategicvalue 172
7.1 Typologyoffollowervirtuesandcapacities 178
Tables
2.1 Equalityparadigm 40
2.2 ErrorsinFollowers’Choices 43
3.1 Strategicbehaviorsandtheirfunctions 79
3.2 Differencesbetweenstrategicleadershipand
strategicfollowership 85
4.1 Illustrativecaseofkinshipstate 98
4.2 Illustrativecaseofclanstate 101
4.3 Illustrativecaseofcompanionstate 105
4.4 Illustrativecaseofalliancestate 108
4.5 Strategicdecision-makinginthecontextofnegativedeviance 112
5.1 Summarizedattributesofexemplaryemployeesfrom
somecompanies 128
8.1 Howmanagersfacilitatestrategicfollowership 192
Preface
Although followership is the complement to leadership, there are
sparingly fewerstudies of followership. As many scholars have lamented,
followership is as important to organizations as leadership. It is there-
fore unfortunate that a complement to strategic leadership has hitherto
beenlackingintheliterature.Thepurposeofthisbookistofillthisvoid.
I introduce strategic followership because followers can contribute value
whentheyexecutetheirroles.Idiscussfourmajorareasofstudyforthose
interested in strategic followership: restorative, transcendent, neuronal,
andvirtuous.Thestrategicvalueoffollowerscanbeexaminedfromthese
areas.Ineacharea,therearespecificdomainsthatcanbeexamined.The
followershipsituations,termedstrategicsituations,alongwiththestrate-
gicdiscernmentordecision-makingprocesses,strategicroles,andstrategic
actions can be examined within the context of restorative, transcendent,
neuronal,andvirtuousfollowership.
Mygoalinwritingthebookistwofold.First,Iwanttoencouragemore
researchinfollowership,especiallyfromthestrategicperspective.Follow-
erscancontributemeaningfullytoorganizations’strategicgoalsinmuch
thesamewaythatexecutivesdo.Second,Iwantedabookthatreflectsboth
the“ailing”and“healthy”aspectsofleadership.ThatiswhyIdidnotelab-
orateonthe“normal”stateorwhatthestrategicfollowershipframework
termsmaintenance.Extantresearchandotherbookshaveexaminedthat
state.Inothertobridgetheresearch-practicegap,Idevotethelastchapter
todiscusshowmanagerscanestablishmechanismsthatfacilitatestrategic
followership.Withoutsuchmechanisms,followerscannotcreatestrategic
value.Thebookcanassistinthatregard.
The ability of managers to understand, explain, and predict strate-
gic behavior of followers enables them to effectively manage follower
activities. After providing a background to strategic followership in the
first part of the book, I discuss the two major aspects of strategic
followership—restorative and transcendent. I then discuss extensions—
neuro-followership and virtuous followership. What are the processes of
strategic followership? What drives strategic followership? What are the
outcomes of strategic followership? These questions and several others