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Followership are the actions of someone in a subordinate role. It may also be considered as particular services that can help the leader, 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. [1]
Harold Kelley's covariation model (1967, 1971, 1972, 1973) [1] is an attribution theory in which people make causal inferences to explain why other people and ourselves behave in a certain way. It is concerned with both social perception and self-perception (Kelley, 1973).
Attribution theory is the original parent theory with Harold Kelley's covariation model and Bernard Weiner's three-dimensional model branching from Attribution theory. Attribution theory also influenced several other theories as well such as Heider's Perceived Locus of Causality which eventually led to Deci and Ryan's Theory of Self-determination.
Harold Kelley (February 16, 1921 – January 29, 2003) was an American social psychologist and professor of psychology at the University of California, Los Angeles.His major contributions have been the development of interdependence theory (with John Thibaut), [1] [2] the early work of attribution theory, [3] and a lifelong interest in understanding close relationships processes.
The body of Kelly's work, The Psychology of Personal Constructs, was written in 1955 [25] when Kelly was a professor at Ohio State University. The first three chapters of the book were republished by W. W. Norton in paperback in 1963 [ 26 ] and consist only of his theory of personality which is covered in most personality books.
Kelly was born in Cincinnati, Ohio the only child of James Gordon Kelly and Cosmo Belle Gray. The elder Kelly was a foreman in the shipping department of Procter and Gamble. The younger Kelly attended West Oakley Elementary School and Walnut Hills High School (WHHS) in Cincinnati where he graduated in 1948.
Transformational leadership enhances followers' motivation, morale, and job performance through various mechanisms. They serve as role models by inspiring their followers and raising their interest in their projects. These leaders challenge followers to take greater ownership of their work. By understanding the strengths and weaknesses of ...
The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way relationship between leaders and followers. [1]The latest version (2016) of leader–member exchange theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal ...