The Level of Authentic Followership in Madurese Public Organizations
-
(1) * Triyo Utomo
Universitas Trunojoyo Madura
Indonesia
(*) Corresponding Author
Abstract
Authentic followership is a research topic that is starting to be widely researched in the field of organizational behavior. This research aims to determine the level of authentic followership among members of public organizations in Madura. The method used is descriptive quantitative research. The scale used in this research is the authentic followership scale by Leroy. The participants in this research were 413 state civil servants who worked in various government agencies in Madura. The research results revealed that the majority of respondents (75%) were in the medium category. The remainder were classified as high (14%) and low (11%). These results can be used as a reference for further research discussing authentic followership.
References
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25. Samo AH, Qazi SW, Buriro WM. Labelling them is negating them: A phenomenological study of stereotypes and followers’ experiences about women leadership in Pakistan. Manag Res Rev [Internet]. 2019;42(3):391–411. Available from: https://www.scopus.com/inward/record.uri?eid=2-s2.0-85057622261&doi=10.1108%2FMRR-04-2018-0170&partnerID=40&md5=6a4634e38f7f36fa8a85450c7c322b8d
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27. Crawford JA, Kelder JA. Do we measure leadership effectively? Articulating and evaluating scale development psychometrics for best practice. Leadersh Q. 2019 Feb 1;30(1):133–44.
28. Holt DT, Armenakis AA, Feild HS, Harris SG. Readiness for organizational change: The systematic development of a scale. J Appl Behav Sci. 2007;43(2):232–55.
29. Creswell JW, David Creswell J. Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. Fifth Edition. Los Angeles: SAGE Publications; 2018.
30. Leung C, Lucas A, Brindley P, Anderson S, Park J, Vergis A, et al. Followership: A review of the literature in healthcare and beyond. J Crit Care [Internet]. 2018 Aug;46:99–104. Available from: https://search.proquest.com/docview/2056364315?accountid=31533
31. Densten lain L, Gray JH. The Links between Followership and the Experiential Learning Model: Followership Coming of Age. J Leadersh Stud. 2001;8(1):69–76.
32. e Cunha MP, Rego A, Clegg S, Neves P. The case for transcendent followership. Leadership [Internet]. 2013;9(1):87–106. Available from: https://www.scopus.com/inward/record.uri?eid=2-s2.0-84874289886&doi=10.1177%2F1742715012447006&partnerID=40&md5=e3b94c9541f27cfe5e3380457bd0f580
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34. Kanter RM. Men and women of the corporation [Internet]. New York: Basic Books; 1977. Available from: http://marefateadyan.nashriyat.ir/node/150
35. Idris A, Amgheib A, Business School K. How Leadership Styles and Follower Characteristics Predict Follower Work Outcomes in Libyan Organisations DOCTORATE OF BUSINESS ADMINISTRATION. [Kingston]: Kingston University; 2016.
36. Thomas P. Building transformative capability through civil service reform. Administration. 2021;68(4):73–96.
37. Bolton RN, McColl-Kennedy JR, Cheung L, Gallan A, Orsingher C, Witell L, et al. Customer experience challenges: bringing together digital, physical and social realms. J Serv Manag [Internet]. 2018;29(5):776–808. Available from: https://search.proquest.com/docview/2130787884?accountid=31533
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Published
2024-07-19
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Utomo, T. (2024). The Level of Authentic Followership in Madurese Public Organizations. Procedia of Social Sciences and Humanities, 6, 31 - 37. https://doi.org/10.21070/pssh.v6i.524
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