| 1. |
- Bertlett, Johan, et al.
(författare)
-
Employeeship concept: An interactive model of work relationships focused on leader and follower behaviors
- 2011
-
Ingår i: An employeeship model and its relation to psychological climate: A study of congruence in the behavior of leaders and followers. - 9789197871884 ; , s. 65-85
-
Bokkapitel (refereegranskat)abstract
- The purpose is to present a theoretical model of the concept employeeship. Employeeship concerns all employees and covers the vertical perspective of work behaviors and relationships between formal leaders and followers, and the horizontal perspective between co-workers on all organizational levels. This enables the study of both formal and informal leadership, authentically recognizing that all employees are possible leaders and that leadership emerges in the relationship between one leading and one following. Employeeship attempts to bridge some of the gap in the literature between leader and follower perspectives and is defined as the behavior that constitutes the dynamic process of mutual work relationships between two or more employees based on task and social abilities. The Employee-Leader-Relationship Model illustrates the reciprocity between the employee perspective in employeeship, depicted on a continuum from low to highly developed task and social abilities, and the leader perspective in employeeship, depicted as task- and relation-oriented leadership. The operationalization of the Model measures expected leader and peer-employee behaviors as two discrete factors, and interactive leader-follower behaviors which is a factor based on the responses from both formal leaders and followers. Hence, there are two measures but three perspectives: top-down leader, bottom-up follower-employee, and horizontal peer-employee, and three factors important for the employeeship concept: leader, peer-employee, and the congruence of leader-follower behaviors. Dependent of the analysis made the employee measure is labeled peer-employee in the discrete factor and follower-employee in the leader-follower factor due to the shifting perspectives. Theoretical and practical contributions are discussed.
|
|
| 2. |
- Bertlett, Johan, et al.
(författare)
-
Att leda organisationer
- 2015
-
Ingår i: Organisationspsykologi. - 9789144092287 ; , s. 275-320
-
Bokkapitel (övrigt vetenskapligt/konstnärligt)
|
|
| 3. |
|
|
| 4. |
|
|
| 5. |
|
|
| 6. |
- Bertlett, Johan, et al.
(författare)
-
A two-way approach of congruent behavior between leaders and staff in the employeeship concept: Test of model, questionnaires, and influence on climate
- 2012
-
Ingår i: Leadership & Organization Development Journal. - : Emerald. - 1472-5347 .- 0143-7739. ; 33:5, s. 428-446
-
Tidskriftsartikel (refereegranskat)abstract
- Purpose – The authors have developed the Leadership-Employeeship-Relationship Model and a questionnaire following their conceptualization of the employeeship concept. It is possible to separately study leadership, peer employee, and interactive leader-follower behaviors. The purpose of this paper is to examine the relationship between the conceptualization and operationalization, as well as between the model and psychological climate. Design/methodology/approach – In total, four organizations operating at an airport participated. The quantitative approach involved data gathered from expected leadership and employee behaviors and psychological climate attitude questionnaires. The leadership and peer employee variables are separately based on the leadership and employeeship questionnaires, whereas the leader-follower variable is based on the results of both questionnaires. All analyses were made on the variable level. Findings – The results show that expected leadership, peer employee, and congruent leader-follower behaviors all have a positive correlation with psychological climate. Hierarchical regression analyses indicated that congruent leader-follower behavior had augmented value to leadership behavior and its relationship to psychological climate. Practical implications – Congruent leader-follower behavior plays an important role in the overall improvement of psychological climate. Steps toward congruent behavior are to allow followers to participate in leadership development and that the issue of shared responsibilities and authority is best managed in collaboration between management and staff. Originality/value – The paper is the first to demonstrate empirically the relation between the interactive leader-follower employeeship perspective based on the expected behaviors of both leaders and followers and psychological climate.
|
|
| 7. |
- Bertlett, Johan
(författare)
-
An employeeship model and its relation to psychological climate : A study of congruence in the behavior of leaders and followers
- 2011
-
Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- This doctoral dissertation was driven by an inspiration to study how employees behave toward each other from an interactive perspective where all members of an organization are considered active contributors. Employeeship holds this perspective and acknowledges the importance of productive relationships. The objective of this dissertation is to contribute to the conceptual and methodological development of employeeship. The aims are further to construct and present the Employeeship-Leadership-Relationship Model (ELR) that visualizes the leadership, peer employee, and leader-follower perspectives of employeeship, to present and test two questionnaires by which the ELR Model is operationalized, and to study the behavioral factors of the ELR Model (i.e., vertical leadership behavior, horizontal peer employee behavior, and reciprocal congruent leader-follower behavior) relative to psychological climate. Three studies were conducted of which two were empirical and carried out at Stockholm-Arlanda airport in Sweden. The first empirical study included the apron and passenger services of a ground handling company, tower and ground control of air traffic service, and an airline’s operation division. The second empirical study included the same divisions of the ground handling company and the ground control of air traffic service. The psychological climate was measured with the Creative Climate Questionnaire (CCQ; Ekvall, 1990), the leadership behavior with a modified version (Holmkvist, 2000) of the Leader Effectiveness and Adaptability Description (LEAD; Hersey & Blanchard, 1988), the peer employee behavior with the Your Employeeship Questionnaire (YEQ; Appendix B), and the congruent leader-follower behavior was computed based on the responses from corresponding items of the LEAD and YEQ. In the first study (Paper I) employeeship was contextualized relative to other established organizational concepts. The study further contributed to the conceptualization of employeeship and defined it as the behavior that constitutes the dynamic process of mutual work relationships between two or more employees based on task and social abilities. The study also presented the ELR Model, suitable methods to collect data, and research questions to test the model followed by a discussion of possible strengths and shortcomings. The main concluding remark was that the ELR Model covers the hierarchical perspective of top-down driven leadership, the horizontal perspective of peer employee, and the reciprocal perspective of leader-follower behaviors to be included in the same analysis. The purposes of the first empirical study (Paper II) were to test the ELR Model, the YEQ, and the combination of the LEAD and YEQ. To do so it was hypothesized that the three factors of the ELR Model correlated with selected psychological climate dimensions with which employeeship shares some con¬ceptually central components. It was further hypothesized that congruent leader-follower behavior augmented the value of leadership behavior and its positive correlation with the climate dimensions. The results showed that: 1) there is a relation between the ELR Model’s three factors and the psychological climate, 2) the YEQ measures behaviors relevant to the ELR Model, and 3) congruent leader-follower behavior partly augments the importance of leadership behavior in explaining psychological climate. The second empirical study (Paper III) replicated the analyses of the first empirical study with an amended design that: 1) divided the factors of the ELR Model based on four situational dimensions: individual-success, individual-hardship, group-success, and group-hardship and 2) included follow-up data to determine if the results could be replicated. The aim was to perform a detailed investigation of the ELR Model in order to provide a more complete picture about its applicability. The question was whether the situational dimensions of leadership, peer employee, and congruent leader-follower behaviors were related to the psychological climate. The most important finding was that congruent leader-follower behavior is related to psychological climate with some variations between the situational dimensions. A hierarchical regression analyses also showed that congruent leader-follower behavior augments the importance of leadership behavior and its relationship to psychological climate. The results were partly supported in the follow-up study. The main conclusions were that congruent leader-follower behavior expands leadership beyond the traditional conceptions of formal leadership and subordination in organizational hierarchies, that organizations should use this finding in their training programs and include followers in leadership development, and that the ELR Model can facilitate the understanding of how employeeship works in different work situations where leaders and follower can learn how to support each other to reach congruent behavior.
|
|
| 8. |
- Bertlett, Johan, et al.
(författare)
-
Collaborative Decision Making (CDM) - A Pilot Study Exploring Participation and Empowerment Before Implementing New Technology and Work Procedures
- 2006
-
Ingår i: Developments in Human Factors in Transportation, Design, and Evaluation. - 9789042302976 ; , s. 237-248
-
Konferensbidrag (refereegranskat)abstract
- The pressure on European air-traffic logistics increases, both at the airports and in the sky, as the passenger rate increases. Handling airborne aircraft is becoming more rationalized as an effect of sophisticated technology and lower separation-minima. Technological and legal development at airports is lagging behind causing delays. Airport operations might be more efficient by increasing accurate flight-related information to the ground handlers serving the aircraft and the passengers during the turn-round processes. Increased collaboration between airport actors may stimulate optimal decision making with regard to the aircraft turn-round processes. Several change projects at European airports focus on increased airport efficiency gathered under a EUROCONTROL initiative. The concept being implemented, called Collaborative Decision Making (CDM), consists of new information-carrying technology and work procedures. The social and psychological aspects of implementing the CDM concept were studied during the pre-implementation phases at a European airport. The purpose was to exploratorily analyse the involved employees’ participation and empowerment preceding the implementation, and how that affected the employees’ attitudes and emotions toward CDM. Fourteen respondents from five airport organisations were interviewed. The results showed low level of participation and empowerment, affecting attitudes and emotions negatively towards the planning, preparation, and development phases preceding the CDM implementation. Attitudes and emotions toward the CDM concept were not affected.
|
|
| 9. |
- Bertlett, Johan, et al.
(författare)
-
Introducing “medarbetarskap” as a concept facilitating work related relationships: Theoretical considerations in an airport change process.
- 2007
-
Ingår i: Human Factors Issues in Complex System Performance. - 9789042303256 ; , s. 497-509
-
Konferensbidrag (refereegranskat)abstract
- The Swedish Air Navigation Service Provider, Luftfartsverket, together with Stockholm-Arlanda airport are implementing a new socio-technical concept called collaborative decision making. New technology and work procedures in collaborative decision making are directly affecting all organizations in an airplane turn-round process, and indirectly affecting legislators, authorities, suppliers, and passengers. A change of this magnitude needs a holistic approach covering the relationships among affected stakeholders. Medarbetarskap is introduced as a theoretical, ideological, and practical concept focusing on relationships based on democratic values, free and open communication, and experiential learning processes. Furthermore, medarbetarskap favours an intra-, and inter-organizational structure to align management/leadership, staff/workers, and work tasks at different systematic levels and different organizations to reach a common understanding of what is important in any given situation. From a psychological perspective, medarbetarskap facilitates learning via communication and reflection to develop knowledge about human behaviour and relationships from an individual to a societal level. The introduction of collaborative decision making will be examined from the starting-point that medarbetarskap facilitates the change process and daily operations at Stockholm-Arlanda airport by increasing horizontal and vertical collaboration, commitment, ability to influence, buy-in, empowerment, and by decreasing the gap between the technical and socio-organizational implementation process.
|
|
| 10. |
- Bertlett, Johan, et al.
(författare)
-
Learning from Near-Accidents
- 2002
-
Ingår i: Proceedings of the Fourth European Conference of the European Academy of Occupational Health Psychology. - 1473-0200. ; , s. 89-92
-
Konferensbidrag (refereegranskat)
|
|
