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Journal of Managerial Issues ; 34(2):100-124, 2022.
Article in English | ProQuest Central | ID: covidwho-2318157


Violent incidents, terrorist attacks, senseless shootings, health issues such as the Coronavirus, and natural disasters call attention to managerial leadership in crisis situations. Yukl and Van Fleet (1982) did the seminal work on this topic extended by Peterson and Van Fleet (2008) and Peterson et al. (2012). More recently, Geier (2016) reported findings based on firefighters while Htway and Casteel (2015) and Kapucu and Ustun (2018) studied public sector organizations. Since these studies all involved nonprofit organizations, an extension to for-profit organizations is warranted. There are differences between profit organizations and not-for-profit organizations (Collins, 2001;Collins, 2005). Because of the goals involved, there may be differences in the managerial leadership behaviors required by these types of organizations. Hannah and Parry (2013) specifically recommend expanding leadership research to many different extreme situations in an effort to understand different managerial leadership behaviors that adapt to varying crisis situations. Two samples reported here identify the critical managerial leadership behaviors desired by for-profit organizational participants in both stable and crisis situations. Finally, implications, limitations, and future research are discussed.

Industrial and Commercial Training ; 53(2):128-135, 2021.
Article in English | ProQuest Central | ID: covidwho-1254972


PurposeThe overall purpose of this paper is to determine to what extent organizational citizenship behaviors predict followership behaviors within medical organizations in the USA. This is the first part of a two-part article. Part 1 will refine an existing followership instrument. Part 2 will explore the relationship between followership and organizational citizenship.Design/methodology/approachPart 1 of this survey-based empirical study used confirmatory factor analysis on an existing instrument followed by exploratory factor analysis on the revised instrument. Part 2 used regression analysis to explore to what extent organizational citizenship behaviors predict followership behaviors.FindingsThe findings of this two-part paper show that organizational citizenship has a significant impact on followership behaviors. Part 1 found that making changes to the followership instrument provides an improved instrument.Research limitations/implicationsParticipants in this study work exclusively in the health-care industry;future research should expand to other large organizations that have many followers with few managerial leaders.Practical implicationsAs organizational citizenship can be developed, if there is a relationship between organizational citizenship and followership, organizations can provide professional development opportunities for individual followers. Managers and other leaders can learn how to develop organizational citizenship behaviors and thus followership in several ways: onboarding, coaching, mentoring and career development.Originality/valueIn Part 1, the paper contributes an improved measurement for followership. Part 2 demonstrates the impact that organizational citizenship behavior can play in developing high performing followers.