Rethinking followership: a post-structuralist analysis of follower identities

By David L. Collinson. 2006

495 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/973f162abda9bd79eb955a5b104536a8d82e960f

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Identity in Organizations: Exploring Cross-Level Dynamics (2011, background): “In closing, viewing identity not as a property of a single level of analysis but as embedded in a dynamic system encompassing multiple levels opens many new and important avenues worth exploring.”
Dichotomies, dialectics and dilemmas: New directions for critical leadership studies? (2014, background): “Third, CLS examine how leadership/followership dynamics are frequently reproduced through identity security-seeking strategies (Collinson, 2003, 2006) that can have paradoxical outcomes (e.g. intensifying the insecurity that identity strategies were designed to overcome).”
Conceptualising followership – a review of the literature (2011, background): “(3) The dramaturgical self, where individuals manipulate their workplace constraints and power markers, such as performance reviews, targets and audits, to their own ends as a coping strategy (adapted from Collinson, 2006: 183–4).”
Games Managers Play: Play as a Form of Leadership Development (2011, background): “Theorists have begun recently to conceptualize leadership as a broader, mutual influence process independent of any formal role or hierarchical structure and diffused among the members of any given social system (e.g., Collinson, 2006; Uhl-Bien, Marion, & McKelvey, 2007).”
Who will Lead and Who will Follow? a Social Process of Leadership Identity Construction in Organizations (2010, background): “By equating “leaders” with those holding supervisory positions and “followers” with those reporting to others in an organization, the leadership literature and the emerging literature on followership both underplay the socially constructed and reciprocal relationship between leaders and followers (C”
Revisiting followership through a social identity perspective: the role of collective follower emotion and action (2013, background): “In this respect, Collinson (2006) and Chaleff (2003: 17) propose that followers may adopt an “oppositional identity” towards leaders perceived as not acting in the best interest of the organization.”
Direction, alignment, commitment: Toward a more integrative ontology of leadership (2008, background): “A growing area of inquiry focuses specifically on followership, including the role of followers and characteristics of followers (Bjugstad, Thach, Thompson, & Morris, 2006; Collinson, 2006; Kelley,1992; Lundin & Lancaster,1990).”
The Social Construction of Leadership: A Sailing Guide (2010, background): “…collective meaning making, and negotiated on an ongoing basis through a complex interplay among leadership actors, be they designated or emergent leaders, managers, and/or followers (Collinson, 2006; Grint, 2000; 2005; Gronn, 2000, 2002; Meindl, 1995; Vine, Holmes, Marra, Pfeifer, & Jackson, 2008).”
Studying Leadership Critically: A Psychosocial Lens on Leadership Identities (2010, background): “Collinson (2005, 2006) develops further the case for more critical research perspectives, advocating a poststructuralist approach that forms the basis of a quest for a shift in focus away from the myth of leader ship that advocates alienation, deskilling and reification of organizational forms and…”
Leadership: A categorical mistake? (2008, background): “…an ongoing, albeit loose, community of interpretive studies that have sought over several decades to challenge the long tradition of leadership psychology by examining leadership as a discursive and locally produced phenomenon (Collinson, 2005, 2006; Fairhurst, 2007; Zoller & Fairhurst, 2007).”
Followership, leadership and social influence (2013, background): “In contrast, conformist (Collinson, 2006) or ineffective followers (Kelley, 1988) provide unconditional and constant support to leader actions regardless the content of the behavior.”
The impossibility of the ‘true self’ of authentic leadership (2011, background): “There is now an emerging body of work which can be called ‘critical leadership studies’ that aims to take what Fournier and Grey (2000) call an anti-performative approach (Collinson, 2006; Collinson and Grint, 2005; Ford, 2006, 2010; Ford et al., 2008; Grint, 1997, 2010; Pye, 2005).”