Motivating Strategies Leaders Employ to Increase Follower Effort

The purpose of this research was to determine which motivating strategies followers desire from their leaders and what motivating strategies are actually displayed by their leaders to increase followers’ effort. Additionally, this research assessed the followers’ level of self-reported extra effort and the amount of extra effort followers perceive their leaders exert. From this data, conclusions were drawn regarding the relationships between followers’ self-reported extra effort and the followers’ perception of their leaders’ extra effort. This quantitative research study was conducted via LinkedIn using Survey Monk ey and is based on Keller’s 42 item ARCS Model (attention, relevance, confidence, and satisfaction). Regression analysis of the survey responses indicated that: 1) Followers perceive their leaders are not displaying the level of motivating strategies desired; 2) The amount of extra effort that followers perceive that their leaders exert is significant in predicting the amount of extra effort that followers exert; and 3) Followers’ perception is that leaders’ extra effort is less than followers’ extra effort. The findings suggest that leaders should be more aware of the motivating strategies that followers desire and demonstrate those strategies since leaders’ extra effort is a significant predictor of followers’ extra effort. Additionally, leaders should also exert the level of effort that they desire from their followers

Why Do You Spread This Message? Understanding Users Sentiment in Social Media Campaigns

Twitter has been increasingly used for spreading messages about campaigns. Such campaigns try to gain followers through their Twitter accounts, influence the followers and spread messages through them. In this paper, we explore the relationship between followers sentiment towards the campaign topic and their rate of retweeting of messages generated by the campaign. Our analysis with followers of multiple social-media campaigns found statistical significant correlations between such sentiment and retweeting rate. Based on our analysis, we have conducted an online intervention study among the followers of different social-media campaigns. Our study shows that targeting followers based on their sentiment towards the campaign can give higher retweet rate than a number of other baseline approaches

The evolution of leader-follower reciprocity: The theory of service-for-prestige

Copyright © 2014 Price and Van Vugt. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.This article has been made available through the Brunel Open Access Publishing Fund.We describe the service-for-prestige theory of leadership, which proposes that voluntary leader–follower relations evolved in humans via a process of reciprocal exchange that generated adaptive benefits for both leaders and followers. We propose that although leader–follower relations first emerged in the human lineage to solve problems related to information sharing and social coordination, they ultimately evolved into exchange relationships whereby followers could compensate leaders for services which would otherwise have been prohibitively costly for leaders to provide. In this exchange, leaders incur costs to provide followers with public goods, and in return, followers incur costs to provide leaders with prestige (and associated fitness benefits). Because whole groups of followers tend to gain from leader-provided public goods, and because prestige is costly for followers to produce, the provisioning of prestige to leaders requires solutions to the “free rider” problem of disrespectful followers (who benefit from leader services without sharing the costs of producing prestige). Thus service-for-prestige makes the unique prediction that disrespectful followers of beneficial leaders will be targeted by other followers for punitive sentiment and/or social exclusion. Leader–follower relations should be more reciprocal and mutually beneficial when leaders and followers have more equal social bargaining power. However, as leaders gain more relative power, and their high status becomes less dependent on their willingness to pay the costs of benefitting followers, service-for-prestige predicts that leader–follower relations will become based more on leaders’ ability to dominate and exploit rather than benefit followers. We review evidential support for a set of predictions made by service-for-prestige, and discuss how service-for-prestige relates to social neuroscience research on leadership

Take Me To Your Followers

In 1954, Dwight D. Eisenhower, then 34th President of the United States, defined leadership as ... the art of getting someone else to do something that you want done because he wants to do it, not because your position of power can compel him to do it, or your position of authority. No one disputes he was well-versed on the subject, seeing also that he had been Supreme Commander of the Allied Forces in Europe during the Second World War. In 1933, Mary Parker Follett, a management scholar far ahead of her time, had likewise underscored the role of followers: Their part is not merely to follow, they have a very active part to play and that is to keep the leader in control of a situation. Let us not think that we are either leaders or - nothing of much importance. Alas, with the advent of The Man in the Gray Flannel Suit, insights such as these were blanked by the craze for captains of industry. Today, 30-40 years into the leadership industry, corporate shelves groan under the weight of handbooks on leadership theory and practice, all meaning to say leadership is a serious professional and personal responsibility. In spite of that, some such as Barbara Kellerman see a historical trajectory from autocracy to democracy that, with fast-paced cultural change, Baby Boomer replacement, and new information and communications technology, may soon end the leadership industry’s leader-centrism. The increasingly collective wisdom is that leadership happens in purposeful relationships in culture and context, not in individuals

How Polarized Have We Become? A Multimodal Classification of Trump Followers and Clinton Followers

Polarization in American politics has been extensively documented and analyzed for decades, and the phenomenon became all the more apparent during the 2016 presidential election, where Trump and Clinton depicted two radically different pictures of America. Inspired by this gaping polarization and the extensive utilization of Twitter during the 2016 presidential campaign, in this paper we take the first step in measuring polarization in social media and we attempt to predict individuals' Twitter following behavior through analyzing ones' everyday tweets, profile images and posted pictures. As such, we treat polarization as a classification problem and study to what extent Trump followers and Clinton followers on Twitter can be distinguished, which in turn serves as a metric of polarization in general. We apply LSTM to processing tweet features and we extract visual features using the VGG neural network. Integrating these two sets of features boosts the overall performance. We are able to achieve an accuracy of 69%, suggesting that the high degree of polarization recorded in the literature has started to manifest itself in social media as well.Comment: 16 pages, SocInfo 2017, 9th International Conference on Social Informatic

Enron’s Ethical Collapse: Lessons for Leadership Educators

Top officials at Enron abused their power and privileges, manipulated information, engaged in inconsistent treatment of internal and external constituencies, put their own interests above those of their employees and the public, and failed to exercise proper oversight or shoulder responsibility for ethical failings. Followers were all too quick to follow their example. Therefore, implications for teaching leadership ethics include, educators must: (a) share some of the blame for what happened at Enron, (b) integrate ethics into the rest of the curriculum, (c) highlight the responsibilities of both leaders and followers, (d) address both individual and contextual variables that encourage corruption, (e) recognize the importance of trust and credibility in the leader-follower relationship, and (f) hold followers as well as leaders accountable for ethical misdeeds