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Monday, April 8, 2019

Psychological resilience

From Wikipedia, the free encyclopedia

Psychological resilience is the ability to cope with a crisis or to return to pre-crisis status quickly. Resilience exists when the person uses "mental processes and behaviors in promoting personal assets and protecting self from the potential negative effects of stressors". In simpler terms, psychological resilience exists in people who develop psychological and behavioral capabilities that allow them to remain calm during crises/chaos and to move on from the incident without long-term negative consequences.

Background

Resilience is generally thought of as a "positive adaptation" after a stressful or adverse situation. When a person is "bombarded by daily stress, it disrupts their internal and external sense of balance, presenting challenges as well as opportunities." However, the routine stressors of daily life can have positive impacts which promote resilience. It is still unknown what the correct level of stress is for each individual. Some people can handle greater amounts of stress than others. Resilience is the integrated adaptation of physical, mental and spiritual aspects in a set of "good or bad" circumstances, a coherent sense of self that is able to maintain normative developmental tasks that occur at various stages of life. The Children's Institute of the University of Rochester explains that "resilience research is focused on studying those who engage in life with hope and humor despite devastating losses". It is important to note that resilience is not only about overcoming a deeply stressful situation, but also coming out of the said situation with "competent functioning". Resiliency allows a person to rebound from adversity as a strengthened and more resourceful person.

History

The first research on resilience was published in 1973. The study used epidemiology, which is the study of disease prevalence, to uncover the risks and the protective factors that now help define resilience. A year later, the same group of researchers created tools to look at systems that support development of resilience.

Emmy Werner was one of the early scientists to use the term resilience in the 1970s. She studied a cohort of children from Kauai, Hawaii. Kauai was quite poor and many of the children in the study grew up with alcoholic or mentally ill parents. Many of the parents were also out of work. Werner noted that of the children who grew up in these detrimental situations, two-thirds exhibited destructive behaviors in their later teen years, such as chronic unemployment, substance abuse, and out-of-wedlock births (in case of teenage girls). However, one-third of these youngsters did not exhibit destructive behaviours. Werner called the latter group 'resilient'. Thus, resilient children and their families were those who, by definition, demonstrated traits that allowed them to be more successful than non-resilient children and families. 

Resilience also emerged as a major theoretical and research topic from the studies of children with mothers diagnosed with schizophrenia in the 1980s. In a 1989 study, the results showed that children with a schizophrenic parent may not obtain an appropriate level of comforting caregiving—compared to children with healthy parents—and that such situations often had a detrimental impact on children's development. On the other hand, some children of ill parents thrived well and were competent in academic achievement, and therefore led researchers to make efforts to understand such responses to adversity. 

Since the onset of the research on resilience, researchers have been devoted to discovering the protective factors that explain people's adaptation to adverse conditions, such as maltreatment, catastrophic life events, or urban poverty. The focus of empirical work then has been shifted to understand the underlying protective processes. Researchers endeavor to uncover how some factors (e.g. connection to family) may contribute to positive outcomes.

Process

In all these instances, resilience is best understood as a process. However, it is often mistakenly assumed to be a trait of the individual, an idea more typically referred to as "resiliency". Most research now shows that resilience is the result of individuals being able to interact with their environments and the processes that either promote well-being or protect them against the overwhelming influence of risk factors. It is essential to understand the process or this cycle of resiliency. When people are faced with an adverse condition, there are three ways in which they may approach the situation.
  1. Erupt with anger
  2. Implode with overwhelming negative emotions, go numb, and become unable to react
  3. Simply become upset about the disruptive change
Only the third approach promotes well-being. It is employed by resilient people, who become upset about the disruptive state and thus change their current pattern to cope with the issue. The first and second approaches lead people to adopt the victim role by blaming others and rejecting any coping methods even after the crisis is over. These people prefer to instinctively react, rather than respond to the situation. Those who respond to the adverse conditions by adapting themselves tend to cope, spring back, and halt the crisis. Negative emotions involve fear, anger, anxiety, distress, helplessness, and hopelessness which decrease a person's ability to solve the problems they face and weaken a person's resiliency. Constant fears and worries weaken people's immune system and increase their vulnerability to illnesses.

These processes include individual continuous coping strategies, or may be helped by a protective environment like good families, schools, communities, and social policies that make resilience more likely to occur. In this sense "resilience" occurs when there are cumulative "protective factors". These factors are likely to play a more important role, the greater the individual's exposure to cumulative risk factors.

Biological models

Three notable bases for resilience—self-confidence, self-esteem and self-concept—all have roots in three different nervous systems—respectively, the somatic nervous system, the autonomic nervous system and the central nervous system.

An emerging field in the study of resilience is the neurobiological basis of resilience to stress. For example, neuropeptide Y (NPY) and 5-Dehydroepiandrosterone (5-DHEA) are thought to limit the stress response by reducing sympathetic nervous system activation and protecting the brain from the potentially harmful effects of chronically elevated cortisol levels respectively. In addition, the relationship between social support and stress resilience is thought to be mediated by the oxytocin system's impact on the hypothalamic-pituitary-adrenal axis. "Resilience, conceptualized as a positive bio-psychological adaptation, has proven to be a useful theoretical context for understanding variables for predicting long-term health and well-being".

There is some limited research that, like trauma, resilience is epigenetic—that is, it may be inherited—but the science behind this finding is preliminary.

Related factors

Studies show that there are several factors which develop and sustain a person's resilience:
  1. The ability to make realistic plans and being capable of taking the steps necessary to follow through with them
  2. Confidence in one's strengths and abilities
  3. Communication and problem-solving skills
  4. The ability to manage strong impulses and feelings
Resilience is negatively correlated with personality traits of neuroticism and negative emotionality, which represents tendencies to see and react to the world as threatening, problematic, and distressing, and to view oneself as vulnerable. Positive correlations stands with personality traits of openness and positive emotionality, that represents tendencies to engage and confront the world with confidence in success and a fair value to self-directedness.

Positive emotions

There is significant research found in scientific literature on the relationship between positive emotions and resilience. Studies show that maintaining positive emotions whilst facing adversity promote flexibility in thinking and problem solving. Positive emotions serve an important function in their ability to help an individual recover from stressful experiences and encounters. That being said, maintaining a positive emotionality aids in counteracting the physiological effects of negative emotions. It also facilitates adaptive coping, builds enduring social resources, and increases personal well-being.

Formation of conscious perception and monitoring one's own socioemotional factors is considered as a stability aspect of positive emotions. This is not to say that positive emotions are merely a by-product of resilience, but rather that feeling positive emotions during stressful experiences may have adaptive benefits in the coping process of the individual. Empirical evidence for this prediction arises from research on resilient individuals who have a propensity for coping strategies that concretely elicit positive emotions, such as benefit-finding and cognitive reappraisal, humor, optimism, and goal-directed problem-focused coping. Individuals who tend to approach problems with these methods of coping may strengthen their resistance to stress by allocating more access to these positive emotional resources. Social support from caring adults encouraged resilience among participants by providing them with access to conventional activities.

Positive emotions not only have physical outcomes but also physiological ones. Some physiological outcomes caused by humor include improvements in immune system functioning and increases in levels of salivary immunoglobulin A, a vital system antibody, which serves as the body's first line of defense in respiratory illnesses. Moreover, other health outcomes include faster injury recovery rate and lower readmission rates to hospitals for the elderly, and reductions in a patient's stay in the hospital, among many other benefits. A study was done on positive emotions in trait-resilient individuals and the cardiovascular recovery rate following negative emotions felt by those individuals. The results of the study showed that trait-resilient individuals experiencing positive emotions had an acceleration in the speed in rebounding from cardiovascular activation initially generated by negative emotional arousal, i.e. heart rate and the like.

Grit

Grit refers to the perseverance and passion for long-term goals. This is characterized as working persistently towards challenges, maintained effort and interest over years despite negative feedback, adversity, plateaus in progress, or failure. High grit people view accomplishments as a marathon rather than an immediate goal. High grit individuals display a sustained and focused application of self in problematic situations than less gritty individuals.

Grit affects the effort a person contributes by acting on the importance pathway. When people value a goal as more valuable, meaningful, or relevant to their self-concept they are willing to expend more effort on it when necessary. The influence of individual differences in grit results in different levels of effort-related cardiac activity when gritty and less gritty individuals performed the same task. Grit is associated with differences in potential motivation, one pathway in motivational intensity theory. Grit may also influence an individual's perception of task difficulty.

Grit was highly correlated with the Big Five conscientiousness trait. Although grit and conscientiousness highly overlap in their achievement aspects, they differ in their emphasis. Grit emphasizes long-term stamina, whereas conscientiousness focuses on short-term intensity.

Grit varies with level of education and age. More educated adults tend to be higher in grit than less educated individuals of the same age. Post college graduates report higher grit levels than most other education level groups. Grit increases with age when education level is controlled for.

In life achievements, grit may be as important as talent. College students at an elite university who scored high in grit also earned higher GPAs than their classmates, despite having lower SAT scores. In a study at the West Point military academy it was found that grit was a more reliable predictor of first summer retention than self-control or a summary measure of cadet quality. Gritty competitors at the Scripps National Spelling Bee outranked other competitors who scored lower in grit, at least partially due to accumulated practice.

Grit may also serve as a protective factor against suicide. A study at Stanford University found that grit was predictive of psychological health and well-being in medical residents. Gritty individuals possess self-control and regular commitment to goals that allows them to resist impulses, such as to engage in self-harm. Individuals high in grit also focus on future goals, which may stop them from attempting suicide. It is believed that because grit encourages individuals to create and sustain life goals, these goals provide meaning and purpose in life. Grit alone does not seem to be sufficient, however. Only individuals with high gratitude and grit have decreased suicidal ideation over long periods of time. Gratitude and grit work together to enhance meaning in life, offering protection against death and suicidal thoughts or plans.

Other factors

A study was conducted among high achieving professionals who seek challenging situations that require resilience. Research has examined 13 high achievers from various professions, all of whom had experienced challenges in the workplace and negative life events over the course of their careers but who had also been recognized for their great achievements in their respective fields. Participants were interviewed about everyday life in the workplace as well as their experiences with resilience and thriving. The study found six main predictors of resilience: positive and proactive personality, experience and learning, sense of control, flexibility and adaptability, balance and perspective, and perceived social support. High achievers were also found to engage in many activities unrelated to their work such as engaging in hobbies, exercising, and organizing meetups with friends and loved ones.

Several factors are found to modify the negative effects of adverse life situations. Many studies show that the primary factor for the development of resilience is social support. While many competing definitions of social support exist, most can be thought of as the degree of access to, and use of, strong ties to other individuals who are similar to one's self. Social support requires not only that you have relationships with others, but that these relationships involve the presence of solidarity and trust, intimate communication, and mutual obligation both within and outside the family. Additional factors are also associated with resilience, like the capacity to make realistic plans, having self-confidence and a positive self image, developing communications skills, and the capacity to manage strong feelings and impulses.

Temperamental and constitutional disposition is considered as a major factor in resilience. It is one of the necessary precursors of resilience along with warmth in family cohesion and accessibility of prosocial support systems. There are three kinds of temperamental systems that play part in resilience, they are the appetitive system, defensive system and attentional system.

Another protective factor is related to moderating the negative effects of environmental hazards or a stressful situation in order to direct vulnerable individuals to optimistic paths, such as external social support. More specifically a 1995 study distinguished three contexts for protective factors:
  1. personal attributes, including outgoing, bright, and positive self-concepts;
  2. the family, such as having close bonds with at least one family member or an emotionally stable parent; and
  3. the community, such as receiving support or counsel from peers.
Furthermore, a study of the elderly in Zurich, Switzerland, illuminated the role humor plays as a coping mechanism to maintain a state of happiness in the face of age-related adversity.

Besides the above distinction on resilience, research has also been devoted to discovering the individual differences in resilience. Self-esteem, ego-control, and ego-resiliency are related to behavioral adaptation. For example, maltreated children who feel good about themselves may process risk situations differently by attributing different reasons to the environments they experience and, thereby, avoid producing negative internalized self-perceptions. Ego-control is "the threshold or operating characteristics of an individual with regard to the expression or containment" of their impulses, feelings, and desires. Ego-resilience refers to "dynamic capacity, to modify his or her model level of ego-control, in either direction, as a function of the demand characteristics of the environmental context"

Maltreated children who experienced some risk factors (e.g., single parenting, limited maternal education, or family unemployment), showed lower ego-resilience and intelligence than nonmaltreated children. Furthermore, maltreated children are more likely than nonmaltreated children to demonstrate disruptive-aggressive, withdraw, and internalized behavior problems. Finally, ego-resiliency, and positive self-esteem were predictors of competent adaptation in the maltreated children.

Demographic information (e.g., gender) and resources (e.g., social support) are also used to predict resilience. Examining people's adaptation after disaster showed women were associated with less likelihood of resilience than men. Also, individuals who were less involved in affinity groups and organisations showed less resilience.

Certain aspects of religions, spirituality, or mindfulness may, hypothetically, promote or hinder certain psychological virtues that increase resilience. Research has not established connection between spirituality and resilience. According to the 4th edition of Psychology of Religion by Hood, et al., the "study of positive psychology is a relatively new development...there has not yet been much direct empirical research looking specifically at the association of religion and ordinary strengths and virtues". In a review of the literature on the relationship between religiosity/spirituality and PTSD, amongst the significant findings, about half of the studies showed a positive relationship and half showed a negative relationship between measures of religiosity/spirituality and resilience. The United States Army has received criticism for promoting spirituality in its new [Comprehensive Soldier Fitness] program as a way to prevent PTSD, due to the lack of conclusive supporting data.

In military studies it has been found that resilience is also dependent on group support: unit cohesion and morale is the best predictor of combat resiliency within a unit or organization. Resilience is highly correlated to peer support and group cohesion. Units with high cohesion tend to experience a lower rate of psychological breakdowns than units with low cohesion and morale. High cohesion and morale enhance adaptive stress reactions.

Building

In cognitive behavioral therapy, building resilience is a matter of mindfully changing basic behaviors and thought patterns. The first step is to change the nature of self-talk. Self-talk is the internal monologue people have that reinforce beliefs about the person's self-efficacy and self-value. To build resilience, the person needs to eliminate negative self-talk, such as "I can't do this" and "I can't handle this", and to replace it with positive self-talk, such as "I can do this" and "I can handle this". This small change in thought patterns helps to reduce psychological stress when a person is faced with a difficult challenge. The second step a person can take to build resilience is to be prepared for challenges, crises, and emergencies. In business, preparedness is created by creating emergency response plans, business continuity plans, and contingency plans. For personal preparedness, the individual can create a financial cushion to help with economic crises, he/she can develop social networks to help him/her through trying personal crises, and he/she can develop emergency response plans for his/her household. 

Resilience is also enhanced by developing effective coping skills for stress. Coping skills help the individual to reduce stress levels, so they remain functional. Coping skills include using meditation, exercise, socialization, and self-care practices to maintain a healthy level of stress, but there are many other lists associated with psychological resilience.

The American Psychological Association suggests "10 Ways to Build Resilience", which are:
  1. to maintain good relationships with close family members, friends and others;
  2. to avoid seeing crises or stressful events as unbearable problems;
  3. to accept circumstances that cannot be changed;
  4. to develop realistic goals and move towards them;
  5. to take decisive actions in adverse situations;
  6. to look for opportunities of self-discovery after a struggle with loss;
  7. to develop self-confidence;
  8. to keep a long-term perspective and consider the stressful event in a broader context;
  9. to maintain a hopeful outlook, expecting good things and visualizing what is wished;
  10. to take care of one's mind and body, exercising regularly, paying attention to one's own needs and feelings.
The Besht model of natural resilience building in an ideal family with positive access and support from family and friends, through parenting illustrates four key markers. They are:
  1. Realistic upbringing
  2. Effective risk communications
  3. Positivity and restructuring of demanding situations
  4. Building self efficacy and hardiness
In this model, self-efficacy is the belief in one's ability to organize and execute the courses of action required to achieve necessary and desired goals and hardiness is a composite of interrelated attitudes of commitment, control, and challenge. 

A number of self-help approaches to resilience-building have been developed, drawing mainly on the theory and practice of cognitive behavioral therapy (CBT) and rational emotive behavior therapy (REBT). For example, a group cognitive-behavioral intervention, called the Penn Resiliency Program (PRP), has been shown to foster various aspects of resilience. A meta-analysis of 17 PRP studies showed that the intervention significantly reduces depressive symptoms over time.

The idea of 'resilience building' is debatably at odds with the concept of resilience as a process, since it is used to imply that it is a developable characteristic of oneself. Those who view resilience as a description of doing well despite adversity, view efforts of 'resilience building' as method to encourage resilience. Bibliotherapy, positive tracking of events, and enhancing psychosocial protective factors with positive psychological resources are other methods for resilience building. In this way, increasing an individual's resources to cope with or otherwise address the negative aspects of risk or adversity is promoted, or builds, resilience.

Contrasting research finds that strategies to regulate and control emotions, in order to enhance resilience, allows for better outcomes in the event of mental illness. While initial studies of resilience originated with developmental scientists studying children in high-risk environments, a study on 230 adults diagnosed with depression and anxiety that emphasized emotional regulation, showed that it contributed to resilience in patients. These strategies focused on planning, positively reappraising events, and reducing rumination helped in maintaining a healthy continuity. Patients with improved resilience were found to yield better treatment outcomes than patients with non-resilience focused treatment plans, providing potential information for supporting evidence based psychotherapeutic interventions that may better handle mental disorders by focusing on the aspect of psychological resilience.

Other development programs

The Head Start program was shown to promote resilience. So was the Big Brothers Big Sisters Programme, the Abecedarian Early Intervention Project, and social programs for youth with emotional or behavioral difficulties.

Tuesday's Children, a family service organization that made a long-term commitment to the individuals that have lost loved ones to 9/11 and terrorism around the world, works to build psychological resilience through programs such as Mentoring and Project COMMON BOND, an 8-day peace-building and leadership initiative for teens, ages 15–20, from around the world who have been directly impacted by terrorism.

Military organizations test personnel for the ability to function under stressful circumstances by deliberately subjecting them to stress during training. Those students who do not exhibit the necessary resilience can be screened out of the training. Those who remain can be given stress inoculation training. The process is repeated as personnel apply for increasingly demanding positions, such as special forces.

Children

Resilience in children refers to individuals who are doing better than expected, given a history that includes risk or adverse experience. Once again, it is not a trait or something that some children simply possess. There is no such thing as an 'invulnerable child' that can overcome any obstacle or adversity that he or she encounters in life—and in fact, the trait is quite common. Resilience is the product of a number of developmental processes over time, that has allowed children experience small exposures to adversity or some sort of age appropriate challenges to develop mastery and continue to develop competently. This gives children a sense of personal pride and self-worth.

Research on 'protective factors', which are characteristics of children or situations that particularly help children in the context of risk has helped developmental scientists to understand what matters most for resilient children. Two of these that have emerged repeatedly in studies of resilient children are good cognitive functioning (like cognitive self-regulation and IQ) and positive relationships (especially with competent adults, like parents). Children who have protective factors in their lives tend to do better in some risky contexts when compared to children without protective factors in the same contexts. However, this is not a justification to expose any child to risk. Children do better when not exposed to high levels of risk or adversity.

Building in the classroom

Resilient children within classroom environments have been described as working and playing well and holding high expectations, have often been characterized using constructs such as locus of control, self-esteem, self-efficacy, and autonomy. All of these things work together to prevent the debilitating behaviors that are associated with learned helplessness.

Role of the community

Communities play a huge role in fostering resilience. The clearest sign of a cohesive and supportive community is the presence of social organizations that provide healthy human development. Services are unlikely to be used unless there is good communication concerning them. Children who are repeatedly relocated do not benefit from these resources, as their opportunities for resilience-building, meaningful community participation are removed with every relocation.

Role of the family

Fostering resilience in children requires family environments that are caring and stable, hold high expectations for children's behavior and encourage participation in the life of the family. Most resilient children have a strong relationship with at least one adult, not always a parent, and this relationship helps to diminish risk associated with family discord. The definition of parental resilience, as the capacity of parents to deliver a competent and quality level of parenting to children, despite the presence of risk factors, has proven to be a very important role in children's resilience. Understanding the characteristics of quality parenting is critical to the idea of parental resilience. Even if divorce produces stress, the availability of social support from family and community can reduce this stress and yield positive outcomes. Any family that emphasizes the value of assigned chores, caring for brothers or sisters, and the contribution of part-time work in supporting the family helps to foster resilience. Resilience research has traditionally focused on the well being of children, with limited academic attention paid to factors that may contribute to the resilience of parents.

Families in poverty

Numerous studies have shown that some practices that poor parents utilize help promote resilience within families. These include frequent displays of warmth, affection, emotional support; reasonable expectations for children combined with straightforward, not overly harsh discipline; family routines and celebrations; and the maintenance of common values regarding money and leisure. According to sociologist Christopher B. Doob, "Poor children growing up in resilient families have received significant support for doing well as they enter the social world—starting in daycare programs and then in schooling."

Bullying

Beyond preventing bullying, it is also important to consider how interventions based on emotional intelligence (EI) are important in the case that bullying does occur. Increasing EI may be an important step in trying to foster resilience among victims. When a person faces stress and adversity, especially of a repetitive nature, their ability to adapt is an important factor in whether they have a more positive or negative outcome.

A 2013 study examined adolescents who illustrated resilience to bullying and found some interesting gendered differences, with higher behavioral resilience found among girls and higher emotional resilience found among boys. Despite these differences, they still implicated internal resources and negative emotionality in either encouraging or being negatively associated with resilience to bullying respectively and urged for the targeting of psychosocial skills as a form of intervention. Emotional intelligence has been illustrated to promote resilience to stress and as mentioned previously, the ability to manage stress and other negative emotions can be preventative of a victim going on to perpetuate aggression. One factor that is important in resilience is the regulation of one's own emotions. Schneider et al. (2013) found that emotional perception was significant in facilitating lower negative emotionality during stress and Emotional Understanding facilitated resilience and has a positive correlation with positive affect.

Studies in specific populations and causal situations

Affected populations

Among transgender youth

Transgender youth experience a wide range of abuse and lack of understanding from the people in their environment and are better off with a high resilience to deal with their lives. A study was done looking at 55 transgender youths studying their sense of personal mastery, perceived social support, emotion-oriented coping and self-esteem. It was seen that around 50% of the variation in the resilience aspects accounted for the problematic issues of the teens. This means that transgender youths with lower resilience were more prone to mental health issues, including depression and trauma symptoms. Emotion-oriented coping was a strong aspect of resilience in determining how depressed the individuals were.

Among pregnant adolescents and depressive symptoms

Pregnancies among adolescents are considered as a complication, as they favour education interruption, poor present and future health, higher rates of poverty, problems for present and future children, among other negative outcomes.

Investigators from the Ecuadorian Catholic University (Universidad Católica de Santiago de Guayaquil) (Guayaquil) and the Spanish University of Zaragoza (Zaragoza), performed a comparative study at the Enrique C. Sotomayor Obstetric and Gynecology Hospital (Guayaquil) assessing resilience differences between pregnant adolescents and adults.

A 56.6% of gravids presented total CESD-10 scores 10 or more indicating depressed mood. Despite this, total CESD-10 scores and depressed mood rate did not differ among studied groups. Adolescents did, however, display lower resilience reflected by lower total resilience scores and a higher rate of scores below the calculated median (P less than 0.05). Logistic regression analysis could not establish any risk factor for depressed mood among studied subjects; however, having an adolescent partner and a preterm delivery related to a higher risk for lower resilience.

Causal situations

Divorce

Oftentimes divorce is viewed as detrimental to one's emotional health, but studies have shown that cultivating resilience may be beneficial to all parties involved. The level of resilience a child will experience after their parents have split is dependent on both internal and external variables. Some of these variables include their psychological and physical state and the level of support they receive from their schools, friends, and family friends. The ability to deal with these situations also stems from the child's age, gender, and temperament. Children will experience divorce differently and thus their ability to cope with divorce will differ too. About 20–25% of children will "demonstrate severe emotional and behavioral problems" when going through a divorce. This percentage is notably higher than the 10% of children exhibiting similar problems in married families. Despite having divorces parents of approximately 75–80% of these children will "develop into well-adjusted adults with no lasting psychological or behavioral problems". This comes to show that most children have the tools necessary to allow them to exhibit the resilience needed to overcome their parents' divorce.

The effects of the divorce extend past the separation of both parents. The remaining conflict between parents, financial problems, and the re-partnering or remarriage of parents can cause lasting stress. Studies conducted by Booth and Amato (2001) have shown that there is no correlation between post-divorce conflict and the child's ability to adjust to their life circumstance. On the other hand, Hetherington (1999) completed research on this same topic and did find adverse effects in children. In regards to the financial standing of a family, divorce does have the potential to reduce the children's style of living. Child support is often given to help cover basic needs such as schooling. If the parents' finances are already scarce then their children may not be able to participate in extracurricular activities such as sports and music lessons, which can be detrimental to their social lives. 

Repartnering or remarrying can bring in additional levels of conflict and anger into their home environment. One of the reasons that re-partnering causes additional stress is because of the lack of clarity in roles and relationships; the child may not know how to react and behave with this new "parent" figure in their life. In most cases, bringing in a new partner/spouse will be the most stressful when done shortly after the divorce. In the past, divorce had been viewed as a "single event", but now research shows that divorce encompasses multiple changes and challenges. It is not only internal factors that allow for resiliency, but the external factors in the environment are critical for responding to the situation and adapting. Certain programs such as the 14-week Children's Support Group and the Children of Divorce Intervention Program may help a child cope with the changes that occur from a divorce.

Natural disasters

Resilience after a natural disaster can be gauged in a number of different ways. It can be gauged on an individual level, a community level, and on a physical level. The first level, the individual level, can be defined as each independent person in the community. The second level, the community level, can be defined as all those inhabiting the locality affected. Lastly, the physical level can be defined as the infrastructure of the locality affected.

UNESCAP funded research on how communities show resiliency in the wake of natural disasters. They found that, physically, communities were more resilient if they banded together and made resiliency an effort of the whole community. Social support is key in resilient behavior, and especially the ability to pool resources. In pooling social, natural, and economic resources, they found that communities were more resilient and able to over come disasters much faster than communities with an individualistic mindset.

The World Economic Forum met in 2014 to discuss resiliency after natural disasters. They conclude that countries that are more economically sound, and have more individuals with the ability to diversify their livelihoods, will show higher levels of resiliency. This has not been studied in depth yet, but the ideas brought about through this forum appear to be fairly consistent with already existing research.

Death of a family member

Little research has been done on the topic of family resilience in the wake of the death of a family member. Traditionally, clinical attention to bereavement has focused on the individual mourning process rather than on those of the family unit as a whole. Resiliency is distinguished from recovery as the "ability to maintain a stable equilibrium" which is conducive to balance, harmony, and recovery. Families must learn to manage familial distortions caused by the death of the family member, which can be done by reorganizing relationships and changing patterns of functioning to adapt to their new situation. Exhibiting resilience in the wake of trauma can successfully traverse the bereavement process without long-term negative consequences.

One of the healthiest behaviors displayed by resilient families in the wake of a death is honest and open communication. This facilitates an understanding of the crisis. Sharing the experience of the death can promote immediate and long-term adaptation to the recent loss of a loved one. Empathy is a crucial component in resilience because it allows mourners to understand other positions, tolerate conflict, and be ready to grapple with differences that may arise. Another crucial component to resilience is the maintenance of a routine that helps to bind the family together through regular contact and order. The continuation of education and a connection with peers and teachers at school is an important support for children struggling with the death of a family member.

Failure and setbacks in professional settings

Resilience has also been examined in the context of failure and setbacks in workplace settings. Representing one of the core constructs of positive organizational behavior (Luthans, 2002), and given increasingly disruptive and demanding work environments, scholars’ and practitioners’ attention to psychological resilience in organizations has greatly increased. This research has highlighted certain personality traits, personal resources (e.g., self-efficacy, work-life balance, social competencies), personal attitudes (e.g., sense of purpose, job commitment), positive emotions, and work resources (e.g., social support, positive organizational context) as potential facilitators of workplace resilience.

Beyond studies on general workplace reslience, attention has been directed to the role of resilience in innovative contexts. Due to high degrees of uncertainty and complexity in the innovation process, failure and setbacks are naturally happening frequently in this context. As such failure and setbacks can have strong and harmful effects on affected individuals’ motivation and willingness to take risks, their resilience is essential to productively engage in future innovative activities. To account for the peculiarities of the innovation context, a resilience construct specifically aligned to this unique context was needed to address the need to diagnose and develop innovators’ resilience to minimize the human cost of failure and setbacks in innovation. As a context-specific conceptualization of resilience, Innovator Resilience Potential (IRP) serves this purpose and captures the potential for innovative functioning after the experience of failure or setbacks in the innovation process and for handling future setbacks. Based on Bandura’s social cognitive theory, IRP is proposed to consist of six components: self-efficacy, outcome expectancy, optimism, hope, self-esteem, and risk propensity. The concept of IRP thus reflects a process perspective on resilience. On the one hand, in this process, IRP can be seen as an antecedent of how a setback affects an innovator. On the other hand, IRP can be seen as an outcome of the process that, in turn, is influenced by the setback situation. Recently, a measurement scale of IRP was developed and validated.

Criticism

Brad Evans and Julian Reid criticize resilience discourse and its rising popularity in their book, Resilient Life. The authors assert that policies of resilience can put the onus of disaster response on individuals rather than publicly coordinated efforts. Tied to the emergence of neoliberalism, climate change theory, third-world development, and other discourses, Evans and Reid argue that promoting resilience draws attention away from governmental responsibility and towards self-responsibility and healthy psychological affects such as "posttraumatic growth".

Another criticism regarding resilience is its definition. Like other psychological phenomena, by defining specific psychological and affective states in certain ways, controversy over meaning will always ensue. How the term resilience is defined affects research focuses; different or insufficient definitions of resilience will lead to inconsistent research about the same concepts. Research on resilience has become more heterogeneous in its outcomes and measures, convincing some researchers to abandon the term altogether due to it being attributed to all outcomes of research where results were more positive than expected.

There is also controversy about the indicators of good psychological and social development when resilience is studied across different cultures and contexts. The American Psychological Association's Task Force on Resilience and Strength in Black Children and Adolescents, for example, notes that there may be special skills that these young people and families have that help them cope, including the ability to resist racial prejudice. Researchers of indigenous health have shown the impact of culture, history, community values, and geographical settings on resilience in indigenous communities. People who cope may also show "hidden resilience" when they don't conform with society's expectations for how someone is supposed to behave (in some contexts, aggression may be required to cope, or less emotional engagement may be protective in situations of abuse). Recently there has also been evidence that resilience can indicate a capacity to resist a sharp decline in other harm even though a person temporarily appears to get worse.

Followership

From Wikipedia, the free encyclopedia

Followership is the actions of someone in a subordinate role. It can also be considered as a specific set of skills that complement leadership, a role within a hierarchical organization, a social construct that is integral to the leadership process, or the behaviors engaged in while interacting with leaders in an effort to meet organizational objectives. As such, followership is best defined as an intentional practice on the part of the subordinate to enhance the synergetic interchange between the follower and the leader. 

In organizations, “leadership is not just done by the leader, and followership is not just done by followers.” This perspective suggests that leadership and followership do not operate on one continuum, with one decreasing while the other increases. Rather, each dimension exists as a discrete dimension, albeit with some shared competencies.

The study of followership is an emerging area within the leadership field that helps explain outcomes. Specifically, followers play important individual, relational, and collective roles in organizational failures and successes. “If leaders are to be credited with setting the vision for the department or organization and inspiring followers to action, then followers need to be credited with the work that is required to make the vision a reality.”

The term follower can be used as a personality type, as a position in a hierarchy, as a role, or as a set of traits and behaviors. Studies of followership have produced various theories including trait, behavioral attributes, role, and constructionist theories in addition to exploring myths or misunderstandings about followership.

Followership in organizations

In the military

Military perspectives on good followership includes behaviors such as: knows themselves and seeks self-improvement, is technically and tactically proficient, complies with orders and initiates appropriate actions in the absence of orders, develops a sense of responsibility and takes responsibility for own actions, makes sound and timely decisions or recommendations, sets the example for others, is familiar with their leader and his job, and anticipates his requirements, keeps leader informed, understands the task and ethically accomplishes it, a team member, not a yes man. The U.S. Army has produced a new military doctrine called mission command that highlights the role of followers. It acknowledges one of Colin Powell's principles of leadership that “the commander in the field is always right and the rear echelon is wrong, unless proven otherwise” Mission command doctrine was conceived from a wartime environment that enables followers in the field to act according to the dictates of the situation on the ground, giving them maximum discretion. In order to exercise mission command appropriately, commanders must embrace the principles of followership to succeed.

In the nursing profession

It is vital to understand that, without effective followers in nursing, our leaders face severe limitations. Current leaders and educators must share and promote the vision of enlightened followership if nursing is to achieve its potential. Research suggests that there is significant difference in organizational effectiveness among nurses with different followership styles – passive, alienated, conformist, pragmatist, or effective.

In education and the classroom

The appearance of followership in mainstream leadership education books has become more commonplace, including the works of Kouzes & Posner (2012), Jackson & Parry (2011), and Hurwitz & Hurwitz (2015).
 
Effective followership training in the classroom is challenging because of media messages that preference leadership, internal schemas held by students that ignore followership, and cultural biases against it. Undergraduate and graduate students have been resistant to the idea of followership and followership has been interpreted as leadership poorly enacted or as settling for a lesser position. In recent years, attitudes have begun to change and students have noted that following is an expected, healthy part of a reciprocal relationship in social media and that it did not carry negative connotations.

Although a student's contribution in the classroom has such high significance, the college admissions system has yet to find a way to recognize and reward students who have continuously made these contributions. Given that outstanding classroom contributions have been ignored, yet play such a vital role, it is the responsibility of the college admissions system to find a way to identify them.

In the Franchise business model

Followership, as defined by Hurwitz (2008), is “accepting or enabling [italics original] the goal achievement of one’s leader” (p. 11). In the context of franchising, the franchisee could be seen as a follower because he or she accepts the franchisor's business idea and enables the franchisor's goal achievement through the individual franchise operations. Leaders can begin by building organizational value for followers and followership; value is a process of incorporating the concept of followership into the organization's culture, policies, and practices. Because leaders [franchisors] have followers [franchisees] it is their responsibility to set a vision, build trust, and inspire the followers with passion and hope.

In the hospitality industry

In hospitality and tourism, being an effective follower is important for achieving the service-oriented goals of many operations. In hospitality operations it is often important for followers to work independently of their leaders to carry out important tasks. It has been suggested that incorporating followership into training and education in intentional, purposeful ways could assist operations in hospitality and tourism.

Followership Learning Community of the International Leadership Association

The Followership Learning Community (FLC) is a learning community within the International Leadership Organization (ILA) and is “dedicated to the development of knowledge, competencies, and programs concerning the leader-follower relationship. It is the first such academic or practice community devoted to the study of followership. It focuses on research, collaboration, and dissemination of ideas and information”. The current priorities of the FLC are to:
  • Help advance followership to a mainstream idea
  • Generate greater interest in followership studies
  • Develop a network of scholars who focus on leader-follower relationships
  • Create a practitioner network of consultants/leaders who employ leader-follower best practices
  • Support scholars and practitioners seeking to learn more about followership

Different models of followership

Author Summary
Robert Kelley According to Kelley, effective followers are individuals who are enthusiastic, intelligent, ambitious, and self-reliant. Kelley identified two underlying behavioral dimensions that distinguish types of followers. The first behavioral dimension is the degree to which the individual is an independent, critical thinker. The second dimension is the degree to which the individual is active or passive. Depending on where a person falls on these two dimensions, there are five different follower types:
  • The Sheep (low independence, passive): These individuals require external motivation and constant supervision.
  • The Yes-People (low independence, active): These conformists are committed to the leader and the goal (or task) of the organization (or group/team) and will defend adamantly their leader when faced with opposition from others. They do not question the decisions or actions of the leader.
  • The Pragmatics (average on both dimensions): These individuals are not trail-blazers; they will not stand behind controversial or unique ideas until the majority of the group has expressed their support and often prefer to stay in the background.
  • The Alienated (high independence, passive): These individuals are negative and often attempt to stall or bring the group down by constantly questioning the decisions and actions of the leader.
  • The Star Followers (high independence, active): These exemplary followers are positive, active, and independent thinkers. Star followers will not blindly accept the decisions or actions of a leader until they have evaluated them completely but can be trusted to get the job done.
Ira Chaleff Chaleff's original model of Courageous Followership proposed four dimensions in which courageous followers operates within a group, and a fifth dimension in which the follower operates either within or outside the group depending on the response of the leadership. The dimensions of courageous followership are:
  • Assume responsibility: They assume responsibility for themselves and the organization. They do not expect the leader or organization to provide for their security and growth, or need permission to act. Courageous followers discover and create opportunities to fulfill their potential and maximize their value to the organization. They initiate values-based action to improve the organization's external activities and its internal processes.
  • To serve: Courageous followers are unafraid of the hard work required to serve a leader. They assume new or additional responsibilities, stay alert for areas in which their strengths complement the leader's, and assert themselves in these areas. Courageous followers stand up for their leader and the tough decisions a leader must make if the organization is to achieve its purpose. They are as passionate as the leader in pursuing the common purpose.
  • To challenge: Courageous followers give voice to the discomfort they feel when the behaviors or policies of the leader or group conflict with their sense of what is right. They are willing to stand up, to stand out, to risk rejection, to initiate conflict in order to examine the actions of the leader and group when appropriate. They are willing to deal with the emotions their challenge evokes in the leader and group. Courageous followers value organizational harmony and their relationship with the leader, but not at the expense of the common purpose and their integrity.
  • To participate in transformation: Courageous followers champion the need for change and stay with the leader and group while they mutually struggle with the difficulty of real change. They examine their own need for transformation and become full participants in the change process as appropriate.
  • To take moral action: Courageous followers know when it is time to take a stand that is different than that of the leader's The stand may involve refusing to obey a direct order, appealing the order to the next level of authority, or tendering one's resignation. These and other forms of moral action involve personal risk, but service to the common purpose justifies and sometimes demands acting. If attempts to redress the morally objectionable situation fail, a follower faces the more difficult prospect of whether to become a whistleblower.
Barbara Kellerman Barbara Kellerman categorized followers as isolates, bystanders, participants, activists, and diehards based on their level of engagement in the leadership process.
  • Isolates: Isolates are completely detached. They do not care about their leaders, know anything about them, or respond to them in any way. Their alienation is, nevertheless, of consequence.
  • Bystanders: Bystanders observe but do not participate. They make a deliberate decision to stand aside, to disengage from their leaders and from whatever is the group dynamic.
  • Participants: Participants are engaged in some way. They either clearly favor or oppose their leaders, groups, and organizations of which they are members. In either case, they invest resources to try and make an impact.
  • Activists: Activists feel strongly about their leaders and act accordingly. They are eager, energetic, and engaged. Because they are heavily invested in people and processes, they work hard either on behalf of their leaders or to undermine and even unseat them.
  • Diehards: Diehards are, as their name implies, prepared to die if necessary for their cause, whether it is an individual, an idea, or both. Diehards are deeply devoted to their leaders; or, in contrast, they are ready to remove them from positions of power, authority, and influence by any means necessary. In either case, Diehards are defined by their dedication including their willingness to risk life and limb. Being a Diehard is all-consuming.
Hurwitz & Hurwitz The Generative Partnership Model ® comprises five guiding principles, five skill pairings, and an array of associated behaviors. The guiding principles are at the core of every partnership, team, and organization, providing a framework on which the skills are used. The skills come in matched pairs: each of the five skill pairings involves a multitude of associated behaviors. The behaviors could be considered best practice, but are better considered adaptive and adaptable. Hurwitz and Hurwitz described these five skills of good followership:
  • Decision advocating: Adding value to decision making when it is not your decision to make.
  • Peak performing: Taking initiative for your own engagement, development, and on-the-job performance.
  • Organizational agility: Aligning and thriving within the broader organization including being able to adapt to the norms of different subunits.
  • Dashboard communicating: Keeping your partner well informed and stimulating the right leadership action.
  • Relationship building: Developing rapport, trust, and an understanding of how to work best with leadership
The five complementary areas of leadership skill are:
  • Decision framing: Creating an environment and process that optimizes collaboration and decision quality.
  • Performance coaching: Ensuring an environment of purpose, progress, and positivity.
  • Organizational mentoring: Helping to guide others on how best to navigate and operate organizationally.
  • Cascade communicating: Keeping team members informed and stimulating the right followership initiative.
  • Relationship framing: Creating a comfortable, professional, equitable environment for each team member.
Boas Shamir Shamir looks at the different types of leader-follower theoretical perspectives rather than developing a specific model of positive followership.
  • Followers as recipients of leadership: A leader's behavior (e.g., articulating a vision, setting a personal example, intellectual stimulation) affects followers’ attitudes and behaviors such as commitment to the organization, or exerting extra effort at work. According to this view followers do not play an active role in the leadership process.
  • Followers as moderators of leadership impact: the leader's influence on the followers’ attitudes and performances depends on the followers’ characteristics.
  • Followers as substitutes for leadership: There are certain conditions that can neutralize or negate the need for leadership. The theory emphasizes followers’ training, experience, and job related knowledge.
  • Followers as constructors of leadership: A much more central and explicit role is given to followers in theories that present leadership as cognitively or socially constructed by followers.
  • Followers as leaders – shared leadership: This perspective questions the usefulness of the distinction between leaders and followers.
Coyne & Coyne Coyne and Coyne (2007) proposed seven desirable followership actions from the perspective of a CEO and his or her direct reports:
  1. Show your goodwill;
  2. Leave your baggage at the door;
  3. Study the CEOS's working style;
  4. Understand the CEO's agenda;
  5. Present a realistic and honest game plan;
  6. Be on your “A” game; and,
  7. Offer objective options.
Jimmy Collins Jimmy L.S. Collins, retired President and COO of Chick-fil-A, an Atlanta, Georgia USA, based Quick Service Restaurant franchise, refers to his philosophy as Creative Followership. He wrote that being a follower is an active role requiring a great deal of creativity, personal initiative, and the ability to execute tasks with excellence. The process begins with identifying a leader worth following. Even so, when Collins’ suggests that people choose their boss, he gives credibility to followers as more than merely people who work for someone. Rather, he proposes that followers have skills, ideas, and energies that complement those of the leader. As a result, a relationship is created in which leaders and followers are able to achieve much more than each individual could have accomplished alone.
Susan Cain Susan Cain (2017) states that, “Our elite schools over emphasize leadership partly because they’re preparing students for the corporate world, and they assume that this is what businesses need and what leads to personal success. But a discipline in organizational psychology , called “followership” is gaining in popularity.” 
Adam Grant The most frequent questions he is asked by people is how to contribute when they are not in charge but have suggestions and want to be heard. He calls these “fundamental questions of followership."
Krista Kleiner Kleiner proposes that colleges focus on followership skills and contributions. In short, college admission officers need to place less emphasis on students’ acquisition of leadership titles throughout high school and place more emphasis on understanding the domain that has been central to their lives—the classroom learning environment and their contributions to it. If teachers encouraged followership, she posits, they would find ways of improving their classes and also contribute to their students’ becoming both good leaders and followers. By helping students do this, teachers are helping the future working generation of Americans develop skills critical not only to the workplace but to our society as a whole.
Gordon Curphy, Mark Roellig The Curphy-Roellig Followership Model builds on some of the earlier research of Hollander, Chaleff, Kellerman and Kelley and consists of two independent dimensions and four followership types. The two dimensions of the Curphy-Roellig model are Critical Thinking and Engagement. Critical thinking is concerned with a follower's ability to challenge the status quo, ask good questions, detect problems, and develop solutions. Engagement is concerned with the level of effort people put forth at work. Based on these two dimensions followers are then categorized into four groups: Slackers (low critical thinking, low engagement), Brown-nosers (low critical thinking, high engagement), Criticizers (high critical thinking, low engagement) and Self-starters (high critical thinking, high engagement). The authors stress a situational nature of the model.

Looking backward and forward

A brief history of followership

The relationship between leader/follower is ancient and is referenced throughout history. Examples of leader/follower partnerships are present in the great literatures and wisdom traditions of China such as the I Ching (1000-750 BC), India, and the aboriginal myths of Africa, Australia and the Native Peoples of North and South America. The best known advice from ancient philosophers came from Aristotle who believed, “He who cannot be a good follower cannot be a leader.” In his time, Aristotle perceived that followership was necessary, albeit mainly as a precursor to what he considered to be a more important role: leader.

Baldasar Castiglione wrote about followers, following and followership in The Book of the Courtier in 1516. During Japan's Edo or Tokugawa period (1603–1868), the Samurai were a class of followers – the very name samurai meant those who served.

In the modern era, followership research began with Mary Parker Follett (1868–1933) who believed that all individuals, regardless of their place in society, deserved respect. She wanted to give more power to individuals and ensure that individuals’ voices were not only heard but were also integrated into solutions. Not only were many of her ideas rejected in the 1930s and 1940s, later theorists also paid limited recognition to her work. Follett's writings have also been underappreciated in contemporary research, despite the fact that her work served as a prelude to many of the developments in the management literature and are still considered timely and insightful by many. Management theorist Warren Bennis said of Follett's work, "Just about everything written today about leadership and organizations comes from Mary Parker Follett's writings and lectures." 

Followership research continued in 1955 when Hollander and Webb (1955) argued that leader and follower was not an either/or proposition in which leaders and followers were found at opposite ends of a continuum. They proposed that the qualities associated with leadership and followership were interdependent. Zelaznik published work in 1964 that focused on the leader-follower relationship by considering the dimensions of dominance vs. submissiveness and activity vs. passivity. Followers have been largely neglected in the study of leadership, an omission addressed by Robert Kelley in his seminal 1988 Harvard Business Review article “In Praise of Followers”. Kelley subsequently wrote The Power of Followership (1992), which preceded and influenced Chaleff (1995), Potter, et al. (1996), Thody (2000), Meilinger (2001), Latour and Rast (2004), Kellerman, (2007), Bossily (2007), and Hurwitz & Hurwitz (2015). 

In 1994 the W.K. Kellogg Foundation provided a four-year grant to study leadership that attracted 50 practitioners and scholars to “shed light on some of the most compelling topics in the field.” Three focus groups emerged from the Kellogg Leadership Studies Project (KLSP), one being the Leadership and Followership Focus Group. The conveners of this group were Ed Hollander and Lynn Offermann who published a bound collection of papers called The Balance of Leadership & Followership.

The next major organized activity to bring scholars and practitioners together on the subject of followership occurred in 2008 at Claremont University, chaired by Jean Lipman-Blumen of the Peter Drucker and Mastoshi Ito Graduate School of Management , Ron Riggio of the Kravis Leadership Center and Ira Chaleff, author of The Courageous Follower. Participants included researchers and practitioners mentioned in this article including Robert Kelley, Barbara Kellerman and others. In addition to focusing on the elevating aspects of followership, research was introduced on the problematic aspects of followership including the work of Thomas Blass on the famous Stanley Milgram experiments on obedience and by Jean Lipman-Blumen on why we follow toxic leaders. The book of essays by conference contributors, The Art of Followership, was published as part of the Warren Bennis Leadership Series with a forward by James MacGregor Burns

Participants in the KLSP went on to form the International Leadership Association (ILA) as a vehicle for keeping the dialogue alive. Similarly, participants in the Claremont conference went on to form the Followership Learning Community within the ILA with Ira Chaleff as its first chair. Both of these entities are continuing with this work. 

Additional areas of followership that have been studied include:
  • Upwards impression management – influencing management through persuasion and other tactics,
  • Organizational citizenship behaviors – examples of this include civic virtue, sportsmanship, or helping others,
  • Proactive personality theory – the idea that people can influence and shape their own environment,
  • Leader-member exchange or LMX – the interchange and relationships between a leader and follower.
Missing from the present research are additional critical components of followership such as the ability to convert strategies into actions that deliver on the actual intent.

The future of followership

Followership theory offers promise for reinvigorating leadership research in rich new ways:
  • Moves beyond leader-centric views to recognize the importance of follower roles and following behaviors making the leadership process more inclusive.
  • Distributes responsibility for constructing leadership and its outcomes to all players in the leadership process.
  • Focuses us on identifying more and less effective followership behaviors.
  • Embeds context within the leadership process.
  • Recognizes that leadership can flow in all directions, e.g., not only downward but also upward in a hierarchy when subordinates engage in leading behaviors.
  • Allows us to understand why and how managers are not always effective leaders, such as when they are unable to co-construct leadership with their subordinates.
  • Promotes followership development, not just leadership development.
Robert Kelley proposes seven areas for further followership research:
  1. World Events
  2. Culture
  3. Leader(ship)
  4. Follower qualities
  5. Role of the Follower
  6. Language of followership
  7. Courageous Conscience
He challenges the field to focus followership research more on “the big issues happening in the world” such as suicide bombers, religious fundamentalism, democratically elected dictators and corporate abuses of power. 

Chaleff calls for a similar focus for research on susceptibility to extremism and the use and development of assessments to help people understand their own tendencies in order to pre-empt their expression in the presence of toxic leaders.

Academic followership theories

Theory Summary
Trait Identifies key traits and their relationship with strong followership. Zaleznik, 1964 (Dominance vs. submissiveness; Activity vs. passivity), Kelley, 1992 (Active engagement; Independent thinking), Chaleff, 1995 (Courage), Potter, et al., 1996 (Relationship initiative; Performance initiative), Kellerman, 2007 (Engagement)
Behavioral Attribute Directly lists the behavioral attributes of good followers. Kelley (1988), Hurwitz & Hurwitz (2015)
Role Based Approaches Role-based views consider how individuals enact leadership and followership in the context of hierarchical roles. The primary purpose is to advance understanding of how subordinates work with managers in ways that contribute to or detract from leadership and organizational outcomes.
Constructionism Investigates how people interact and engage together in social and relational contexts to construct (or not construct) leadership and followership.
Distributed Leadership & Followership Distributed leadership starts with the perspective many people can take on a leadership role, not just those with formal power and authority. Leadership and followership can move from person to person as the dialogue twists and turns. Not only are team members challenged to enact followership and leadership roles effectively, but they must be able to switch between the roles. Generally speaking, however, distributed leadership theories focus exclusively on the leadership role.
Leader-Member Exchange Theory The focus in LMX theory is on how leaders and followers engage together to generate high quality work relationships that allow them to produce effective leadership outcomes. While LMX theory does acknowledge followers in the relational process, it is still more leadership – than followership – focused in that it privileges the leader as the driver of the relationship-building process.
Implicit Followership Theories Follower-centric approaches arose in response to leader-centric views and drew attention to the role of the follower in constructing leaders and leadership. Implicit followership research proposes that leaders’ beliefs for follower behavior influence the extent to which followership is effective; followers who behave as expected will be more successful. They use these schemas to encode followership information, which serves as essential elements of organizational sensemaking.

Other behavioral traits of effective followership that have been proposed include: a belief in the importance of being a good follower, looks beyond themselves, values their own independence, follows while offering up ideas, self-motivated and self-directed, displays loyalty, considers integrity of paramount importance, functions well in change-oriented environments, functions well on teams, thinks independently and critically, gets involved, generates ideas, willing to collaborate, willing to lead initiatives, develops leaders and themselves, stays current, anticipates, drives own growth, and is a player for all seasons.

Myths and misconceptions about followership

The traditional notion that leaders are active and followers are passive is mistaken and contributes to misconceptions about the organizational functions of superiors and subordinates. Behaviorists now recognize that active followers influence leaders at every level of the hierarchy, and that leadership itself is a process, not a person.

There are many myths about followership:
  • It is a lesser role.
  • It is just preparation for being a leader.
  • It is managing up, brownnosing or ‘being political'.
  • Once you are a leader you are no longer a follower.
  • You have to be a good follower to be a good leader.
  • Following is passive. It’s easy.

Inequality (mathematics)

From Wikipedia, the free encyclopedia https://en.wikipedia.org/wiki/Inequality...