Relevant bibliographies by topics / Leader-follower

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Leader-follower'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 May 2024

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Leader-follower.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Leader-follower"

1

Hinojosa, Amanda S., Kelly Davis McCauley, Brandon Randolph-Seng, and William L. Gardner. "Leader and follower attachment styles: Implications for authentic leader–follower relationships." Leadership Quarterly 25, no. 3 (June 2014): 595–610. http://dx.doi.org/10.1016/j.leaqua.2013.12.002.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Walthall, Margaret, and Eric B. Dent. "The Leader–Follower Relationship and Follower Performance." Journal of Applied Management and Entrepreneurship 21, no. 4 (October 1, 2016): 5–30. http://dx.doi.org/10.9774/gleaf.3709.2016.oc.00003.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Dust, Scott, Joseph Rode, and Peng Wang. "Leader self-enhancement values: curvilinear and congruence effects." Leadership & Organization Development Journal 41, no. 5 (June 15, 2020): 687–701. http://dx.doi.org/10.1108/lodj-10-2019-0438.

Full text
Abstract:
PurposeAssumptions regarding the effect of leader self-enhancement values on leader-follower relationships are oversimplified. To advance this conversation, we test non-linear and congruence effects. We hypothesize that leader self-enhancement values (via prestige) have an inverted U-shaped relationship with employee perceptions of leader-member exchange (LMX) and leader interpersonal justice, and that leader-follower incongruence is negatively related to LMX and interpersonal justice.Design/methodology/approachTo evaluate our hypotheses we use hierarchical regression, polynomial regression, and surface plot analysis. Our sample consists of 193 leader-follower dyads from a variety of organizations.FindingsLMX and interpersonal justice increase as leader self-enhancement increases, but begin to decrease at higher levels of self-enhancement values. Additionally, leader-follower self-enhancement incongruence is negatively related to interpersonal justice. Finally, LMX is lowest when leaders are higher than followers in self-enhancement values compared to when followers are higher than leaders.Practical implicationsIt is critical to evaluate the level of leader self-enhancement values and/or the joint influence of the follower values (self-enhancement) to fully understand the effect of leader values on follower perceptions of the dyadic relationship. Organizations interested in facilitating high-quality leader-follower relationships should focus on the levels of the values and on mechanisms that facilitate leader-follower value alignment.Originality/valueThis work extends prior research assuming a direct, linear effect of leader self-enhancement values on follower outcomes. To fully understand the influence of leader values it is important to consider curvilinear and congruence effects.
APA, Harvard, Vancouver, ISO, and other styles
4

Joel, Lucille A. "The Leader-Follower Connection." American Journal of Nursing 97, no. 7 (July 1997): 7. http://dx.doi.org/10.1097/00000446-199707000-00002.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Thuan, Le Cong. "Motivating follower creativity by offering intellectual stimulation." International Journal of Organizational Analysis 28, no. 4 (December 12, 2019): 817–29. http://dx.doi.org/10.1108/ijoa-06-2019-1799.

Full text
Abstract:
Purpose The purposes of this paper are first to resolve the inconsistent relationship between leader intellectual stimulation and follower creativity by investigating a promising moderator and then to examine the role of follower creative ability and job autonomy as mediating mechanisms linking leader intellectual stimulation with follower creativity. Design/methodology/approach A time-lagged study was undertaken to gather data from employees working in the information technology sector in Vietnam (N = 415). This study used structural equation modeling (SEM) to analyze the gathered data. Findings This study found a positive direct relationship between leader intellectual stimulation and follower creative performance. Moreover, the follower proactive personality moderated this direct relationship. Furthermore, the results illustrated that follower creative ability and job autonomy partially mediated the positive effect of leader intellectual stimulation on follower creativity. Originality/value This is one of the first studies to investigate the moderating role of follower proactive personality in resolving the inconsistent relationship between leader intellectual stimulation and follower creativity. Moreover, with using follower creative ability and job autonomy as mediating mechanisms, this study provides evidence that leader behaviors have a partially indirect association with follower creativity through follower abilities and work characteristics.
APA, Harvard, Vancouver, ISO, and other styles
6

Zhu, Xudong, Jizhou Lai, and Sheng Chen. "Cooperative Location Method for Leader-Follower UAV Formation Based on Follower UAV’s Moving Vector." Sensors 22, no. 19 (September 20, 2022): 7125. http://dx.doi.org/10.3390/s22197125.

Full text
Abstract:
The traditional leader-follower Unmanned Aerial Vehicle (UAV) formation cooperative positioning (CP) algorithm, based on relative ranging, requires at least four leader UAV positions to be known accurately, using relative distance with leader UAVs to achieve the unknown position follower UAV’s high-precision positioning. When the number of the known position leader UAVs is limited, the traditional CP algorithm is not applicable. Aiming at the minimum cooperative unit, which consists of a known position leader UAV and an unknown position follower UAV, this paper proposes a CP method based on the follower UAV’s moving vector. Considering the follower UAV can only acquire the single distance with the leader UAV at each distance-sampling period, it is difficult to determine the follower UAV’s spatial location. The follower UAV’s moving vector is used to construct position observation of the follower UAV’s inertial navigation system (INS). High-precision positioning is achieved by combining the follower UAV’s moving vector. In the process of CP, the leader UAV obtains a high-precision position by an INS/Global Positioning System (GPS) loosely integrated navigation system and transmits its position information to the follower UAV. Based on accurate modeling of the follower UAV’s INS, the position, velocity and heading observation equation of the follower UAV’s INS are constructed. The improved extended Kalman filtering is designed to estimate the state vector to improve the follower UAV’s positioning accuracy. In addition, considering that the datalink system based on radio signals may be interfered with by the external environment, it is difficult for the follower UAV to obtain relative distance information from the leader UAV in real time. In this paper, the availability of the relative distance information is judged by a two-state Markov chain. Finally, a real flight test is conducted to validate the performance of the proposed algorithm.
APA, Harvard, Vancouver, ISO, and other styles
7

Torralba, Álvaro, Patrick Speicher, Robert Künnemann, Marcel Steinmetz, and Jörg Hoffmann. "Faster Stackelberg Planning via Symbolic Search and Information Sharing." Proceedings of the AAAI Conference on Artificial Intelligence 35, no. 13 (May 18, 2021): 11998–2006. http://dx.doi.org/10.1609/aaai.v35i13.17425.

Full text
Abstract:
Stackelberg planning is a recent framework where a leader and a follower each choose a plan in the same planning task, the leader's objective being to maximize plan cost for the follower. This formulation naturally captures security-related (leader=defender, follower=attacker) as well as robustness-related (leader=adversarial event, follower=agent) scenarios. Solving Stackelberg planning tasks requires solving many related planning tasks at the follower level (in the worst case, one for every possible leader plan). Here we introduce new methods to tackle this source of complexity, through sharing information across follower tasks. Our evaluation shows that these methods can significantly reduce both the time needed to solve follower tasks and the number of follower tasks that need to be solved in the first place.
APA, Harvard, Vancouver, ISO, and other styles
8

Kahya, Mehmet, and Faruk Şahin. "The effect of leader personality on follower behaviour." Leadership & Organization Development Journal 39, no. 1 (March 5, 2018): 14–33. http://dx.doi.org/10.1108/lodj-08-2016-0206.

Full text
Abstract:
Purpose The purpose of this paper is to examine the mediating effect of the leader-member exchange (LMX) on the relationship between leader personality and follower attitudes and behaviours, including task performance, satisfaction with the leader and organisational citizenship behaviour. Design/methodology/approach Adopting a multifaceted perspective to examine the relationships among the research variables, data were collected from 67 leaders and 372 followers. To test the hypotheses, hierarchical linear modelling analyses were conducted. Findings The results indicate that leader extraversion is positively related to follower task performance and that leader agreeableness is positively related to follower organisational citizenship behaviour and satisfaction with leaders. Moreover, the results indicate that the quality of the LMX relationship partially mediated the positive relationship between leader extraversion and follower task performance and fully mediated the relationship between leader agreeableness and satisfaction with leader and organisational citizenship behaviour. Practical implications The findings of this study support the mediating role of the LMX relationship between leader personality and follower attitudes and behaviours. Hence, it is worthwhile to examine the effects of leader personality in an organisational context. Originality/value The originality of this study is that it focusses on the integration of leader personality, LMX, and follower attitudes and behaviours in a single study, providing a model that indicates the mediating role of LMX in the relationship between leader personality and follower attitudes and behaviours.
APA, Harvard, Vancouver, ISO, and other styles
9

Du, Yishan, Liguo Xu, You Min Xi, and Jing Ge. "Chinese leader-follower flexible interactions at varying leader distances." Chinese Management Studies 13, no. 1 (April 1, 2019): 191–213. http://dx.doi.org/10.1108/cms-03-2018-0461.

Full text
Abstract:
Purpose The purpose of this paper is to explore the Chinese leader–follower interaction model in school cases considering followers’ effect at varying social distances. Design/methodology/approach This study uses a case study approach. Findings First, Chinese leader–follower interactions in school cases are flexible in practice. Second, within leader–follower flexible interactions, contradictory perceptions and field-of-work consciousness foster different behavior choices between leaders and followers. Third, perceptions concerning the proximity of leaders to followers are positively influenced in relation to hierarchical distinctions and negatively influenced owing to private connections. Finally, the perceived leader distance of leaders from followers further influences the contradictory perceptions and field-of-work consciousness of leaders and followers and positively influences the degree of flexible leader–follower interaction. Research limitations/implications This study examined a single institution; hence, results may have been influenced by school-specific features and conditions. Future research should study more organizations to explore whether their unique characteristics and contexts could affect leader–follower interactions, thus providing more generalized and universally applicable conclusions. Originality/value First, this study proposed a leader–follower flexible interaction model in school cases and the concepts of field-of-work consciousness and contradictory perceptions, exploring the active effects of followers in the leadership process to offer guidance toward better understanding the leadership process. Second, it was found that private connections between leaders and followers, as well as hierarchical differences, influenced the perceptions of both leaders and followers concerning leader distance in a Chinese context, and the influence of leader distance on leader–follower interactions was also analyzed.
APA, Harvard, Vancouver, ISO, and other styles
10

Chen, Yushuai, Zhonglin Wen, Jian Peng, and Xiqin Liu. "Leader-follower congruence in loneliness, LMX and turnover intention." Journal of Managerial Psychology 31, no. 4 (May 9, 2016): 864–79. http://dx.doi.org/10.1108/jmp-06-2015-0205.

Full text
Abstract:
Purpose – Research on workplace loneliness has thus far been dominated by perceptions of followers; hence, few researchers have considered the perspective of leader-follower congruence. The purpose of this paper is to examine how the leader-follower relationship mediates the relationship between leader-follower congruence/incongruence in workplace loneliness and turnover intentions. Design/methodology/approach – Data were collected from 232 leader-follower dyads from ten companies in China. Polynomial regression combined with the response surface methodology was used to test the hypotheses. Findings – Four conclusions were drawn. First, leader-member exchange (LMX) was higher when leaders and followers were aligned in terms of workplace loneliness than otherwise. Second, in the case of leader-follower congruence, LMX rose as their workplace loneliness fell. Third, in the case of incongruence, followers had lower LMX when they were lonelier than their leaders. Finally, LMX partially mediated the leader-follower congruence/incongruence effect of workplace loneliness on followers’ turnover intention. Originality/value – This study emphasized the importance of leaders’ congruence with followers in workplace loneliness. Additionally, it extended research on leader-follower congruence from a positive perspective to a negative one.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Leader-follower"

1

Saltz, Jessica Lynne. "Beyond simple similarity the relationship of leader-follower personality fit with follower satisfaction with the leader and follower commitment to the organization /." College Park, Md. : University of Maryland, 2004. http://hdl.handle.net/1903/1797.

Full text
Abstract:
Thesis (Ph. D.) -- University of Maryland, College Park, 2004.
Thesis research directed by: Psychology. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.
APA, Harvard, Vancouver, ISO, and other styles
2

Gorman, C. Allen, and Jason S. Gamble. "Leader Behavior and Follower Work Behavior: The Influence of Follower Characteristics." Digital Commons @ East Tennessee State University, 2016. https://dc.etsu.edu/etsu-works/415.

Full text
Abstract:
Research on leadership and subsequent follower outcomes has remained a prominent topic of study in the organizational sciences. Unfortunately, the leadership literature has neglected the role of follower characteristics as potential influences on the relationship between leader behavior and follower work behavior. In this session, we will review the literature on follower individual differences as they relate to leader effectiveness. We will also report the results of 2 studies that we conducted to further examine this issue. In the first study, we found that follower promotion focus mediated the relationship between transformational leadership and follower organizational citizenship behavior. In the second study, we found support for a moderated mediation model in which transformational leadership moderated the relationship between work ethic and work engagement, which subsequently predicted follower proactive behavior at work. We will conclude the session by discussing the implications of this area of research on the study and practice of leadership.
APA, Harvard, Vancouver, ISO, and other styles
3

LeBreton, Daniel Lawrence. "Leader Influence Behavior, Follower ILTs, and Follower Commitment: A Multilevel Field Investigation." Diss., Virginia Tech, 2008. http://hdl.handle.net/10919/27287.

Full text
Abstract:
Surveys and a brief-interval longitudinal design were employed to investigate the relationships between selected proactive leader influence behaviors (PLIBs) and followersâ commitment to their leaders. Selected elements of followersâ implicit leadership theories (ILTs) were expected to moderate the PLIBs â commitment relationships. Hypotheses were generated and tested in order to determine the extent to which (1) PLIBs constituted group-level phenomena and (2) PLIBs and ILTs were related to follower commitment. Empirical evidence did not support treating PLIBs as group-level variables. While PLIBs were related to commitment, hypotheses specifying ILT dimensions as moderators of the PLIB â commitment relationships were not supported.
Ph. D.
APA, Harvard, Vancouver, ISO, and other styles
4

Chang, Yanling. "A leader-follower partially observed Markov game." Diss., Georgia Institute of Technology, 2015. http://hdl.handle.net/1853/54407.

Full text
Abstract:
The intent of this dissertation is to generate a set of non-dominated finite-memory policies from which one of two agents (the leader) can select a most preferred policy to control a dynamic system that is also affected by the control decisions of the other agent (the follower). The problem is described by an infinite horizon total discounted reward, partially observed Markov game (POMG). Each agent’s policy assumes that the agent knows its current and recent state values, its recent actions, and the current and recent possibly inaccurate observations of the other agent’s state. For each candidate finite-memory leader policy, we assume the follower, fully aware of the leader policy, determines a policy that optimizes the follower’s criterion. The leader-follower assumption allows the POMG to be transformed into a specially structured, partially observed Markov decision process that we use to determine the follower’s best response policy for a given leader policy. We then present a value determination procedure to evaluate the performance of the leader for a given leader policy, based on which non-dominated set of leader polices can be selected by existing heuristic approaches. We then analyze how the value of the leader’s criterion changes due to changes in the leader’s quality of observation of the follower. We give conditions that insure improved observation quality will improve the leader’s value function, assuming that changes in the observation quality do not cause the follower to change its policy. We show that discontinuities in the value of the leader’ criterion, as a function of observation quality, can occur when the change of observation quality is significant enough for the follower to change its policy. We present conditions that determine when a discontinuity may occur and conditions that guarantee a discontinuity will not degrade the leader’s performance. This framework has been used to develop a dynamic risk analysis approach for U.S. food supply chains and to compare and create supply chain designs and sequential control strategies for risk mitigation.
APA, Harvard, Vancouver, ISO, and other styles
5

Evans, Paul Gareth. "The dynamics of the leader follower relationship." Thesis, University of Manchester, 2011. https://www.research.manchester.ac.uk/portal/en/theses/the-dynamics-of-the-leader-follower-relationship(4b9e04e4-8cdb-4784-99c0-e55b0530fe06).html.

Full text
Abstract:
This study examined the forces that affect the influence relationship between leaders and followers in a public sector organisational setting. The study is motivated by the ambition of presenting a critical perspective of the social influence process referred to as leadership. The forces were explored by studying leaders and followers engaged in their normal work context. A variation of a critical ethnographic methodology after Alvesson and Sköldberg (2005) was utilised in order to identify and explain how the dynamics impacted upon the leader follower relationship. An extended period of fieldwork was conducted within a large unitary local government authority (referred to through out the study as the ABC), during which observations and informal interviews with observed constituents were conducted and documentary evidence collected. Subsequently, an interpretive reflection of selected materials was undertaken in order to inform a critical perspective of the dynamics uncovered and the impact they had on the relationship between leaders and followers.These dynamics are shown to be predominantly external to the leader follower dyad. The dynamics of ambiguity, environment, resources, symbiosis, politics and "playing the game" impact on the relationship to create an influence relationship distinct from that detailed in normative models of leadership. The organisation comprises high levels of ambiguity; not least in the roles individuals play as leaders and followers. The transactional basis of the relationship with central government informs the basis of relationships between leaders and followers but in doing so also constricts the possibilities for leadership within the organisation. The environment is therefore an influential dynamic in leader follower relationships. Leaders and followers use the availability, acquisition and utilisation of resources to negotiate the position of their leadership and followership. Leaders are aware that they need followers as a resource and followers need leaders as they control access to resources. The relationship takes the form of a complex social symbiosis in which both component parts support each other. The relationship has a political bias. The use of politics underpins the independence of followers who are capable of acting in ways that can frustrate leaders. Finally, the two constituent parts of the relationship are engaged in playing a game, the rules of which are not explicitly stated, but can involve behaviour deemed to be illegitimate or non-sanctioned. The normative position of followers as a largely homogenous group, docile and subject to the influences of leaders is shown to be unsubstantiated. This study concludes that followers have the capacity to act under their own agency toward their own goals and aspirations; and highlights the use of political behaviour to discredit leadership as an asymmetrical influence relationship. This study concludes by asserting that political behaviour corresponds to leadership and subsequently achieves its emancipatory intent.
APA, Harvard, Vancouver, ISO, and other styles
6

Halverson, Kent C. "Multilevel effects of leader charisma on follower satisfaction." [Gainesville, Fla.] : University of Florida, 2005. http://purl.fcla.edu/fcla/etd/UFE0011346.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Jasim, Wesam M. "Improving leader-follower formation control performance for quadrotors." Thesis, University of Essex, 2016. http://repository.essex.ac.uk/17716/.

Full text
Abstract:
This thesis aims to improve the leader-follower team formation flight performance of Unmanned Aerial Vehicles (UAVs) by applying nonlinear robust and optimal techniques, in particular the nonlinear H_infinity and the iterative Linear Quadratic Regulator (iLQR), to stabilisation, path tracking and leader-follower team formation control problems. Existing solutions for stabilisation, path tracking and leader-follower team formation control have addressed a linear or nonlinear control technique for a linearised system with limited disturbance consideration, or for a nonlinear system with an obstacle-free environment. To cover part of this area of research, in this thesis, some nonlinear terms were included in the quadrotors' dynamic model, and external disturbance and model parameter uncertainties were considered. Five different controllers were developed. The first and the second controllers, the nonlinear suboptimal H_infinity control technique and the Integral Backstepping (IBS) controller, were based on Lyapunov theory. The H_infinity controller was developed with consideration of external disturbance and model parameter uncertainties. These two controllers were compared for path tracking and leader-follower team formation control. The third controller was the Proportional Derivative square (PD2), which was applied for attitude control and compared with the H_infinity controller. The fourth and the fifth controllers were the Linear Quadratic Regulator (LQR) control technique and the optimal iLQR, which was developed based on the LQR control technique. These were applied for attitude, path tracking and team formation control and there results were compared. Two features regarding the choice of the control technique were addressed: stability and robustness on the one hand, which were guaranteed using the H_infinity control technique as the disturbance is inherent in its mathematical model, and the improvement in the performance optimisation on the other, which was achieved using the iLQR technique as it is based on the optimal LQR control technique. Moreover, one loop control scheme was used to control each vehicle when these controllers were implemented and a distributed control scheme was proposed for the leader-follower team formation problem. Each of the above mentioned controllers was tested and verified in simulation for different predefined paths. Then only the nonlinear H_infinity controller was tested in both simulation and real vehicles experiments.
APA, Harvard, Vancouver, ISO, and other styles
8

Hu, Ming. "Studies on Multi-Leader-Follower Games and Related Issues." 京都大学 (Kyoto University), 2012. http://hdl.handle.net/2433/160978.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Sequeira, Gerard. "Vision based leader-follower formation control for mobile robots." Diss., Rolla, Mo. : University of Missouri-Rolla, 2007. http://scholarsmine.mst.edu/thesis/pdf/Sequeira_09007dcc804429d4.pdf.

Full text
Abstract:
Thesis (M.S.)--University of Missouri--Rolla, 2007.
Vita. The entire thesis text is included in file. Title from title screen of thesis/dissertation PDF file (viewed February 13, 2008) Includes bibliographical references (p. 39-41).
APA, Harvard, Vancouver, ISO, and other styles
10

Harrell, Melissa. "THE RELATIONSHIPS BETWEEN LEADER BEHAVIOR, FOLLOWER MOTIVATION, AND PERFORMANCE." Doctoral diss., University of Central Florida, 2008. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3854.

Full text
Abstract:
The primary goal of this study was to examine ways in which leaders can influence followers motivation. Motivation is a key construct in industrial and organizational psychology due to its impact on employee performance. Modern motivation theories adapt a more sophisticated view of motivation in terms of definition, relationships, and operationalization. In particular, one new theory of motivation is the Pritchard and Ashwood Theory (2008). This theory proposes that motivation is comprised of four perceived relationships that, in combination, reflect the extent to which employees believe that their actions on the job will lead to need satisfaction. These four relationships are called connections. The relationship between two leadership behaviors, initiating structure and consideration, and the Pritchard and Ashwood motivational connections was examined. It was hypothesized that the two leader behaviors would have differential relationships with the four motivational connections. These differential relationships should facilitate targeted behavioral feedback to leaders to improve each of the motivational connections. Additionally, motivation was hypothesized to mediate the relationship between the leader behaviors and employee outcomes. The Pritchard and Ashwood Theory is operationalized by the Motivation Assessment Questionnaire (MAQ) (Pritchard, 2006a). A secondary goal of this study was to contribute to the validity evidence of the MAQ. This recently developed questionnaire has shown good psychometric properties and initial validity evidence has demonstrated moderate relationships between the MAQ and job performance. However, this is the first study of the relationship between the MAQ and employee outcomes with a large sample of full-time working adults. Further, this study expanded potential MAQ outcomes beyond employee performance to include organizational citizenship behaviors and turnover intentions. A sample of 208 employees was recruited from two central Florida companies. These employees responded to the MAQ and other study measures via a secure, online survey. Participating employees provided contact information for their supervisors who were then invited to participate in the study by providing criteria ratings. A large number of the invited supervisors participated (n = 195). Results indicated robust support for one of the leadership behaviors: consideration. Consideration was related to performance and this relationship was partially mediated by motivation. On the other hand, initiating structure was not related to employee performance. Consideration and initiating structure were not differentially related as hypothesized to the four motivational connections. This was due in part to the strong correlation between the two leadership behaviors (r = .73). Results provided additional validation evidence for the MAQ. The overall effort scale was not related to performance as it had been in the two previous studies that used a student sample. However, the average of the motivation connections predicted performance. Additionally, the MAQ predicted both organizational citizenship behaviors and turnover intentions. As mentioned previously, the sample was drawn from two central Florida companies. Although many of the study hypotheses were supported for the overall sample, the observed relationships were very different for the two subsamples. Similarly, findings in this study differ from previous studies using the MAQ with working students. Potential reasons for these differences are discussed.
Ph.D.
Department of Psychology
Sciences
Psychology PhD
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Leader-follower"

1

Margaret, Macmillan, ed. Foreign direct investment: Leader or follower? Kampala, Uganda: Eonomic Policy Research Center, 1999.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

An evolutionary psychology of leader-follower relations. United States: Nova Science Pubs, 2007.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Hollander, Edwin Paul. Inclusive leadership: The essential leader-follower relationship. New York: Routledge, 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Inclusive leadership: The essential leader-follower relationship. New York: Routledge, 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

1959-, Trumbull David, ed. An evolutionary psychology of leader-follower relations. New York: Nova Science Publishers, 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Association, American Management, ed. From follower to leader: How to make it as a manager. New York, NY: American Management Association, 1993.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Mitchinson, Adam George. Predictably Flexible Leadership: Exploring the effect of Leader Behavioral Breadth, Variability and Authenticity on Follower Perceptions of Leader Trustworthiness and Effectiveness. [New York, N.Y.?]: [publisher not identified], 2016.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

D, Turman Paul, ed. Leadership communication as citizenship: Give direction to your team, organization, or community as a doer, follower, guide, manager, or leader. Thousand Oaks, Calif: Sage, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Burtis, John Orville. Leadership communication as citizenship: Give direction to your team, organization, or community as a doer, follower, guide, manager, or leader. Thousand Oaks, Calif: Sage, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Schyns, Birgit. Leader and Follower Personality and LMX. Edited by Talya N. Bauer and Berrin Erdogan. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199326174.013.0016.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Leader-follower"

1

Wood, Richard. "The Leader-Follower Relationship." In Psychoanalytic Reflections on Vladimir Putin, 79–91. London: Routledge, 2024. http://dx.doi.org/10.4324/9781003376811-5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Drezner, Tammy, and Zvi Drezner. "Leader-Follower Models in Facility Location." In Springer Optimization and Its Applications, 73–104. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-52654-6_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Reitz, Megan. "Power and Judgements: Leader-Follower Mutuality." In Dialogue in Organizations, 136–65. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137489128_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Settuba-Male, Fred Wantante. "Follower Power and Power Dynamics Within the Leader-Follower Relationship." In The Nature of Biblical Followership, Volume 1, 149–66. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-37085-4_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Choi, In-Sung, and Jong-Suk Choi. "Leader-Follower Formation Control Using PID Controller." In Intelligent Robotics and Applications, 625–34. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-33515-0_61.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Boel, René, and Nicolae Marinică. "Leader–Follower Coordination Control for Urban Traffic." In Coordination Control of Distributed Systems, 35–44. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-10407-2_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Beton, L., P. Hughes, S. Barker, M. Pilling, L. Fuente, and N. T. Crook. "Leader-Follower Strategies for Robot-Human Collaboration." In A World with Robots, 145–58. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-46667-5_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Reitz, Megan. "Towards a Theory of Leader-Follower Encounter." In Dialogue in Organizations, 195–237. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137489128_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Mallozzi, L., R. Messalli, S. Patrì, and A. Sacco. "Some Aspects of the Stackelberg Leader/Follower Model." In Open Problems in Optimization and Data Analysis, 171–81. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-99142-9_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Price, Michael E. "Service-for-Prestige Theory of Leader-Follower Relations." In Encyclopedia of Evolutionary Psychological Science, 1–5. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-16999-6_2555-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Leader-follower"

1

Cannataro, Begum Senses, Zhen Kan, and Warren E. Dixon. "Follower distribution algorithms for leader-follower networks." In 2016 IEEE Conference on Computer Aided Control System Design (CACSD). IEEE, 2016. http://dx.doi.org/10.1109/cacsd.2016.7602540.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Zhao, Siming, Abhishek Halder, and Tamas Kalmar-Nagy. "Leader-follower dynamics for unicycles." In 2009 American Control Conference. IEEE, 2009. http://dx.doi.org/10.1109/acc.2009.5160706.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Jung, Dae-Yi, and Rastko R. Selmic. "Power leader fault detection in nonlinear leader-follower networks." In 2008 47th IEEE Conference on Decision and Control. IEEE, 2008. http://dx.doi.org/10.1109/cdc.2008.4738910.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Kawashima, H., and M. Egerstedt. "Leader selection via the manipulability of leader-follower networks." In 2012 American Control Conference - ACC 2012. IEEE, 2012. http://dx.doi.org/10.1109/acc.2012.6315183.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Dehghani, Mohammad A., Mohammad B. Menhaj, and Meysam Azimi. "Leader-follower formation control using an onboard leader tracker." In 2016 4th International Conference on Control, Instrumentation, and Automation (ICCIA). IEEE, 2016. http://dx.doi.org/10.1109/icciautom.2016.7483143.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Wang Jinzhi, Tan Ying, and Mareels Iven. "Robustness analysis of leader-follower consensus." In 2008 Chinese Control Conference (CCC). IEEE, 2008. http://dx.doi.org/10.1109/chicc.2008.4605673.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Paliotta, Claudio, and Kristin Y. Pettersen. "Leader-follower synchronization with disturbance rejection." In 2016 IEEE Conference on Control Applications (CCA). IEEE, 2016. http://dx.doi.org/10.1109/cca.2016.7587858.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Kawashima, Hiroaki, and Magnus Egerstedt. "Approximate manipulability of leader-follower networks." In 2011 50th IEEE Conference on Decision and Control and European Control Conference (CDC-ECC 2011). IEEE, 2011. http://dx.doi.org/10.1109/cdc.2011.6160974.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Hasan, Athraa S., Jianjun Yia, Haider M. Alsabbagh, and Liwei Chen. "Optimizing Multi-Follower Formation in Leader-Follower Strategies for UAV Swarms." In 2023 International Conference on Design Science (ICDS). IEEE, 2023. http://dx.doi.org/10.1109/icds59539.2023.10311493.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Schlanbusch, R., R. Kristiansen, and P. J. Nicklasson. "Attitude reference generation for leader-follower formation with nadir pointing leader." In 2010 American Control Conference (ACC 2010). IEEE, 2010. http://dx.doi.org/10.1109/acc.2010.5531599.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Leader-follower"

1

Cook, Joshua, Laura Ray, and James Lever. Dynamics modeling and robotic-assist, leader-follower control of tractor convoys. Engineer Research and Development Center (U.S.), February 2022. http://dx.doi.org/10.21079/11681/43202.

Full text
Abstract:
This paper proposes a generalized dynamics model and a leader-follower control architecture for skid-steered tracked vehicles towing polar sleds. The model couples existing formulations in the literature for the powertrain components with the vehicle-terrain interaction to capture the salient features of terrain trafficability and predict the vehicles response. This coupling is essential for making realistic predictions of the vehicles traversing capabilities due to the power-load relationship at the engine output. The objective of the model is to capture adequate fidelity of the powertrain and off-road vehicle dynamics while minimizing the computational cost for model based design of leader-follower control algorithms. The leader-follower control architecture presented proposes maintaining a flexible formation by using a look-ahead technique along with a way point following strategy. Results simulate one leader-follower tractor pair where the leader is forced to take an abrupt turn and experiences large oscillations of its drawbar arm indicating potential payload instability. However, the follower tractor maintains the flexible formation but keeps its payload stable. This highlights the robustness of the proposed approach where the follower vehicle can reject errors in human leader driving.
APA, Harvard, Vancouver, ISO, and other styles
2

Edwards, D. B., T. A. Bean, D. L. Odell, and M. J. Anderson. A Leader-Follower Algorithm for Multiple AUV Formations. Fort Belvoir, VA: Defense Technical Information Center, January 2004. http://dx.doi.org/10.21236/ada461848.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Kannan /Vilas K. /Chitrakaran, Hariprasad, Darren M. Dawson, and Timothy Burg. Vision-Based Leader/Follower Tracking for Nonholonomic Mobile Robots. Fort Belvoir, VA: Defense Technical Information Center, January 2006. http://dx.doi.org/10.21236/ada462604.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Waldman, David A., Bernard M. Bass, and Francis J. Yammarino. Adding to Leader-Follower Transactions: The Augmenting Effect of Charismatic Leadership. Fort Belvoir, VA: Defense Technical Information Center, December 1988. http://dx.doi.org/10.21236/ada204115.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Leader-follower' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography