Table 6 Quotes for factors influencing... | Emerald Publishing

Table 6

Quotes for factors influencing followership enactment

Illustrative quotes for factors influencing followership enactment
Enabler/ Hindrance	Level	Factor		Illustrative quote
Enabler	Micro	Work-related	Experience	“… I've learnt a lot from (the) leaders. Luckily, I've been able to implement what I learnt from my previous department” (P23)
			Career aspirations	“For me, being a follower is positive because it gives me hope – I'm learning and growing, which prepares me for the next level.” (P22)
			Big-picture focus	“I know where our City wants to be … how it wants to look like in 20- or 30-years’ time, so it is easy for me to make a contribution and be part of that process.” (P19)
		Nature of person	Disposition/personality	“My personality … I'm not always fighting with everybody.” (P2)
	Meso	Leadership	Leaders as enablers	“They used to call me when there was a problem … That motivates me to work harder.” (P26)
		Organisational	Inclusive organisational culture	“What I will say about the organisation … when we communicate, everything is transparent.” (P23)
			Policies provide guidance	“[I keep] paper-based stuff – policies, agreements, Acts … I've got a folder where I put in all my applicable information … If somebody asks me, ‘What about this? Where do you get it?’, then I can … say, ‘I get it from the BCA … this is the answer.’” (P9)
Hindrance	Meso	Leadership	Leaders as hindrances	“You do it their way or get out of this place. They even tell you ‘Resign, leave, get a job elsewhere.’” (P24)
		Organisational	Rigid nature of organisation	“The problem is that we, as the followers, where most people are … the lower level, they are in contact with the community and then there are ideas that they want to bring up, but, since they are not involved in strategy, it is difficult for them to do so.” (P19)
			Lack of resources	“I write my report every month. I will just state [in] the report that, you know what, I need more manpower to help. I have been doing this for more than six years now … the environment seems to be frustrating, I feel like I could leave my job.” (P25)
			Lack of recognition	“Every employee, to an extent, knows, no matter how hard you try, you'll never be recognised.” (P4)
			Other followers (negative/low morale)	“Another thing is that people do wrong things and we end up normalising the situation … We also … we follow to do the wrong things, knowing very well it's wrong. You do it. You know why? Because they have normalised it. It is like it is a normal way of doing things.” (P18)
			Political interference	“Here, every five or four years there is a change of leadership that comes through and whoever that is comes through with their own ideas and new strategies, new everything if I can just sum it in that way. But the reality is that people don't like changes … and a lot of times information doesn't filter downwards.” (P7)
	Macro	Political environment	Rigid nature of organisation	“Here policies and procedure is … So basically it is like written in stone.” (P6)
		Political environment	Political interference	“As followers, we question whether leadership is genuinely interested in service delivery. If they're not, why should we care?” – (P22)

Illustrative quotes for factors influencing followership enactment
Enabler/ Hindrance	Level	Factor		Illustrative quote
Enabler	Micro	Work-related	Experience	“… I've learnt a lot from (the) leaders. Luckily, I've been able to implement what I learnt from my previous department” (P23)
			Career aspirations	“For me, being a follower is positive because it gives me hope – I'm learning and growing, which prepares me for the next level.” (P22)
			Big-picture focus	“I know where our City wants to be … how it wants to look like in 20- or 30-years’ time, so it is easy for me to make a contribution and be part of that process.” (P19)
		Nature of person	Disposition/personality	“My personality … I'm not always fighting with everybody.” (P2)
	Meso	Leadership	Leaders as enablers	“They used to call me when there was a problem … That motivates me to work harder.” (P26)
		Organisational	Inclusive organisational culture	“What I will say about the organisation … when we communicate, everything is transparent.” (P23)
			Policies provide guidance	“[I keep] paper-based stuff – policies, agreements, Acts … I've got a folder where I put in all my applicable information … If somebody asks me, ‘What about this? Where do you get it?’, then I can … say, ‘I get it from the BCA … this is the answer.’” (P9)
Hindrance	Meso	Leadership	Leaders as hindrances	“You do it their way or get out of this place. They even tell you ‘Resign, leave, get a job elsewhere.’” (P24)
		Organisational	Rigid nature of organisation	“The problem is that we, as the followers, where most people are … the lower level, they are in contact with the community and then there are ideas that they want to bring up, but, since they are not involved in strategy, it is difficult for them to do so.” (P19)
			Lack of resources	“I write my report every month. I will just state [in] the report that, you know what, I need more manpower to help. I have been doing this for more than six years now … the environment seems to be frustrating, I feel like I could leave my job.” (P25)
			Lack of recognition	“Every employee, to an extent, knows, no matter how hard you try, you'll never be recognised.” (P4)
			Other followers (negative/low morale)	“Another thing is that people do wrong things and we end up normalising the situation … We also … we follow to do the wrong things, knowing very well it's wrong. You do it. You know why? Because they have normalised it. It is like it is a normal way of doing things.” (P18)
			Political interference	“Here, every five or four years there is a change of leadership that comes through and whoever that is comes through with their own ideas and new strategies, new everything if I can just sum it in that way. But the reality is that people don't like changes … and a lot of times information doesn't filter downwards.” (P7)
	Macro	Political environment	Rigid nature of organisation	“Here policies and procedure is … So basically it is like written in stone.” (P6)
		Political environment	Political interference	“As followers, we question whether leadership is genuinely interested in service delivery. If they're not, why should we care?” – (P22)