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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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Fitriana, Gita Fadila, and Rifki Adhitama. "Performansi Navigasi Robot Leader-Follower menggunakan Algoritma Logika Fuzzy Interval Tipe 2." Jurnal RESTI (Rekayasa Sistem dan Teknologi Informasi) 3, no. 3 (December 2, 2019): 371–76. http://dx.doi.org/10.29207/resti.v3i3.1094.
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A leader-follower robot is used to perform different tasks without continuous human assistance. The movement of robot leader-follower to environment who do not structure, avoid persecution and achieving goals is very difficult. Related to the problem, the robot leader-follower requires navigating robots independently using Interval Fuzzy Logic Type-2 (IFLT) 2 Algorithm. The IFLT 2 algorithm performance is successfully applied to this leader-follower robot, with 8 base rules less than the Fuzzy Logic Type 1 Algorithm. This simulation, the robot successfully moves to avoid obstacles and go hand in hand with the position of the follower robot always following the position of the robot leader.
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Schedlitzki, Doris, Gareth Edwards, and Steve Kempster. "The absent follower: Identity construction within organisationally assigned leader–follower relations." Leadership 14, no. 4 (February 17, 2017): 483–503. http://dx.doi.org/10.1177/1742715017693544.
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This article seeks to add to our understanding of processes of identity construction within organisationally assigned leader–follower relations through an exploration of the role of the absent, feminised follower. We situate our work within critical and psychoanalytic contributions to leader/ship and follower/ship and use Lacan’s writings on identification and lack to illuminate the imaginary, failing nature of identity construction. This aims to challenge the social realist foundations of writing on leader–follower constellations in organisational life. We examine our philosophical discussion through a reflective reading of a workplace example and question the possibility of a subject’s identity construction as a follower. If a subject is unable to identify him/herself as follower, he/she cannot validate others as leaders, rendering the leader–follower relationship not only fragile but phantasmic. We highlight implications of our exploration of the absence of follower/ship and endless, unfulfilled desire for leader/ship for future research and practice.
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Rashid, Abdulmuttalib. "Leader Follower Tracking with Obstacle Avoidance using Circular Paths Algorithm." Basrah journal for engineering science 16, no. 2 (June 1, 2016): 29–47. http://dx.doi.org/10.33971/bjes.16.2.4.
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This paper deals with a new algorithm called circularpaths for leader follower tracking with obstacle avoidanceusing. In leader-follower tracking, one robot acts as a leaderwith defined motion and the other robot acts as a follower whichposition itself in accordance with the position and orientation ofthe leader. The leader movement is dependent on an assignedtrajectory and the follower movement is dependent on thecircular paths algorithm. In each step, this algorithm constructsa circular path using three points represented by the next stepposition of the leader robot, the last step position and thecurrent step position of the follower robot. The next position ofthe follower robot lays on the circumstance of the circular pathand the orientation is represented by the tangent line to thiscircular path at this next position of the follower robot. Whenan obstacle intersect any circular path for the follower robot,then this path must be replaced by another circular pathconstruct from the two positions of the follower robot and theleader position is replaced by the tangent point to the obstacle.Simulation results illustrate the soundness of this algorithm.
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Griffith, Jennifer A., Shane Connelly, and Chase E. Thiel. "Leader Deception Influences on Leader–Member Exchange and Subordinate Organizational Commitment." Journal of Leadership & Organizational Studies 18, no. 4 (April 20, 2011): 508–21. http://dx.doi.org/10.1177/1548051811403765.
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Deception is a common and daily occurrence in organizations. Despite this, little is known about how leader deception influences follower perceptions and commitment to the leader and the broader organization. This laboratory experiment uses a low-fidelity simulation task to investigate the effects of leader deception on follower perceptions of leader–member exchange (LMX) and follower commitment to the organization. Moderating effects of financial outcomes that resulted from deception, or who gained from deception, were also tested. Results showed negative effects of leader deception on follower LMX perceptions and affective commitment. Leader financial gain worsened the effects of leader deception on LMX compared with organizational financial gain. Implications of these findings are discussed.
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Linawati, Linawati. "PENGARUH PERILAKU PEMIMPIN TERHADAP KEYAKINAN BAWAHAN PADA KEPEMIMPINAN TRANSFORMASIONAL: SUATU PENDEKATAN MODEL SYNCRETICAL." KINERJA 8, no. 2 (January 25, 2017): 148–62. http://dx.doi.org/10.24002/kinerja.v8i2.893.
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This research is intended to analyze the influence of leader behavior on follower belief in transformational leadership based on syncretical model of charismatic/transformational leadership. There are three problems to discuss on this research: (i) What the displays empathy and dramatizes the mission of leader behavior has influence on the inspiration of follower?, (ii) What the projects self-assurence and enhances the leader’s image of leader behavior has influence on the awe of follower?, (iii) What the assures followers of their competency and provides followers with opportunities to experience success of leader behavior has influence on the empowerment of follower?The number of the respondent is 119 graduate students of Magister Management Program taken from three (3) state and private universities in Jogjakarta. The questionnaire developed by Behling and McFillen (1996) was used to collect the data. Eighteen (18) items are used to measure the variable of leader behavior and fifteen (15) items are used to measure the variable of follower belief. The data were analized by Multiple Regression Analysis.The result of this study indicate that: (i) the displays empathy of leader behavior has a positive and significant influence on the inspiration of follower, while dramatizes the mission of leader behavior has no influence on the inspiration of follower, (ii) projects self-assurence and enhances the leader’s image of leader behavior has a positive and significant influence on the awe of follower, (iii) assures followers of their competency and provides followers with opportunities to experience success of leader behavior has a positive and significant influence on the empowerment of follower.Keywords: Leader Behavior, Follower Belief, Transformational Leadership, Syncretical Model of Charismatic/Transformational Leadership.
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SADIYOKO, ALI, AVICENNA FAHRUNASA, and TRIANA MUGIA RAHAYU. "Perancangan Robot Pengikut berbasis Visual dan Kontrol Logika Samar." ELKOMIKA: Jurnal Teknik Energi Elektrik, Teknik Telekomunikasi, & Teknik Elektronika 12, no. 1 (January 17, 2024): 106. http://dx.doi.org/10.26760/elkomika.v12i1.106.
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ABSTRAKPada penelitian ini dilakukan replikasi teknologi leader-follower (konvoi) pada sebuah purwarupa mobile robot. Purwarupa yang dibuat terdiri dari komponen perangkat keras, program pengolahan citra, dan sistem kontrol logika samar untuk sistem leader dan follower. Robot pengikut yang dirancang pada penelitian ini menggunakan mekanisme kemudi Ackermann, sehingga meniru perilaku pengemudian (steering) sebuah mobil roda 4 pada umumnya. Percobaan akan direkam dengan kamera dan dianalisis menggunakan program Python untuk mendapatkan nilai koordinat robot leader dan follower. Hasil percobaan menunjukkan bahwa purwarupa robot follower berhasil mengikuti robot di depannya dengan rata-rata jarak 11,79 cm pada jalur lurus dan 19,82 cm pada jalur berbelok.Kata kunci: robot bergerak, robot pemimpin-pengikut, kemudi Ackermann, pengolahan citra, logika samar ABSTRACTIn this research, the leader-follower (convoy) technology is replicated in mobile robot aimed to show the implementation of the technology to follow the target in front of it. This article described the designs and performance of a follower robot designs. The design contained hardware components, image processing program, and a fuzzy logic control algorithm for the leader and follower system. The follower robot designed in this research utilizes the Ackermann steering mechanism, which imitates the steering behavior of a typical 4-wheeled car. The experiment will be recorded with a camera and analyzed using Python program to obtain the coordinates of the leader and follower robots. The experimental results indicate that the prototype of the follower robot successfully follows the robot in front of it with an average distance of 11,79 cm on straight paths and 19,82 cm on curved paths.Keywords: mobile robot, leader-follower robot, Ackermann steering, image processing, fuzzy logic control
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Lu, Qing, Yonghong Liu, and Xu Huang. "Follower Dependence, Independence, or Interdependence: A Multi-Foci Framework to Unpack the Mystery of Transformational Leadership Effects." International Journal of Environmental Research and Public Health 17, no. 12 (June 24, 2020): 4534. http://dx.doi.org/10.3390/ijerph17124534.
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We develop a multi-foci framework—“follower dependence,” “follower independence,” and “leader-follower interdependence”—to explain how transformational leadership influences follower performance. Follower’s personal identification with the leader, psychological empowerment, and leader-member exchange are employed as proxies for each of the three foci. Two separate studies consistently show that personal identification (denoting a “follower dependence” focus) is a more salient mechanism than the other two in explaining the transformational leadership-organizational citizenship behavior relationship. These results suggest transformational leadership is perhaps a theory of follower dependence rather than independence or interdependence. Theoretical implications, limitations, and future directions are discussed.
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Han, Qing, Hongan Yang, and Hao Lang. "Bearing-Only Formation Control for Cascade Multirobots." Mathematical Problems in Engineering 2016 (2016): 1–13. http://dx.doi.org/10.1155/2016/5320954.
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A new formation control method is proposed, which is used to queue multirobots in a single-direction cascade structure. In the cascade formation, each robot is a follower for the previous robot and a leader for the next robot, and the robots in the middle act as both leader and follower. The follower robot can only observe the bearing information of the leader robot. The observability of the cascade leader-follower formation is studied, which shows that the bearing-only observation meets the observability conditions required for the nonlinear system. Based on the bearing-only observations, the unscented Kalman filter (UKF) is employed for the state estimation of the leader and the follower robots at all levels, which enables the real-time movement control of the follower robots via the input-output feedback control. Simulation results demonstrate that the proposed approach can efficiently control the formation of multirobots as desired.
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Wang, Dan, Yunyun Qin, and Yang He. "The Effect of Leader–Follower Psychological Capital Congruence on Safety Behavior." Buildings 14, no. 1 (December 19, 2023): 1. http://dx.doi.org/10.3390/buildings14010001.
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This study aims to explore the relationship between leader and follower psychological capital (PC) congruence, intrinsic safety motivation (ISM), and safety behavior (SB). The construction industry is one of the most dangerous industries, and most safety accidents are determined by human behavior. Exploring the factors influencing construction workers’ SB is important for improving construction safety. This study collected 242 paired questionnaires from frontline construction workers and crew leaders in China. The SPSS 22.0 software and PROCESS program were used for analysis, the empirical study was conducted using polynomial regression and response surface analysis, and the block variable method was used to test for mediating effects. The findings show that (a) the level of follower SB is determined by the degree of leader–follower PC congruence; (b) when leader–follower PC was congruent, the impact of both high PCs on follower SB was enhanced compared to each low PC; (c) when leader–follower PC was incongruent, the impact of follower PC (FPC) above leader PC (LPC) was better on follower SB compared to FPC below LPC; (d) the relationship between leader–follower PC congruence and follower SB was mediated by ISM. The promotion of SB should focus on the fit between leaders and followers in addition to the PC of the followers themselves. This study contributes to workgroup safety in the construction industry by improving the fit between workgroup leaders and members, promoting ISM, and thus improving their safety performance.
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Thompson, Geir, and Lars Glasø. "Situational leadership theory: a test from three perspectives." Leadership & Organization Development Journal 36, no. 5 (July 6, 2015): 527–44. http://dx.doi.org/10.1108/lodj-10-2013-0130.
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Purpose – Ambiguity surrounding “follower competence and commitment” of Hersey and Blanchard’s situational leadership theory (SLT) has rendered validation difficult. The purpose of this paper is to address this difficulty by presenting different perspectives for determining follower development level and applies these perspectives for testing the validity of SLT. Design/methodology/approach – The study population was drawn from 80 supervisors and 357 followers. Financial organizations were chosen because much of the existing research on SLT has so far focussed on service-oriented organizations in education, healthcare, and armed services. Findings – Measuring the degree of agreement between leader rating of follower competence and commitment and follower self-rating was found to be a core issue for determining follower competence and commitment. SLT predictions are more likely to hold when leader rating and follower self-rating are congruent, rather than using leader rating alone, which has been applied in previous studies. Practical implications – Both leader and follower need to diagnose follower competence and commitment, first individually and then together, to discuss similarities and differences and attempt to agree upon the determination of follower competence and commitment. If the rating is based on some mutual agreement, then it is assumed in accordance with SLT that the leader can provide the follower with an appropriate amount of direction and support. Originality/value – The findings in the present study are of great importance for future research on SLT. It may change the approach for testing the validity of the theory. A leader-follower congruence approach will, in the authors view, constitute the future research avenue for research on SLT.
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Abdullah, Peter, Pakasa Bary, Rio Khasananda, and Rahmat Eldhie Sya’banni. "COMPETITION AND LEADER-FOLLOWER INTERACTIONS: PANEL ESTIMATES ON INDONESIAN BANKING." Buletin Ekonomi Moneter dan Perbankan 19, no. 1 (September 30, 2016): 21–38. http://dx.doi.org/10.21098/bemp.v19i1.598.
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This paper discusses banking competition and leader-follower relationship. Banking competition is investigated using some specification from Monti-Klein model that allows leader-follower (i.e. Stackleberg) relationship, the possibility of Cournot competition and other form of competition. We use monthly observations across 119 banks listed in Indonesia using the standard panel fixed effect methodology to absorb time-invariant unobserved heterogeneity and dynamic panel data to minimize the risks of endogeneity. The estimation suggests the leader-follower relationship among banks exist both on loan and deposit markets. The results are mostly consistent across different groups and on full sample estimates, although are quite different in magnitudes. While leader-follower relationship is dominantly occur in credit market, there are some evidence of simultaneous appearance of both leader-follower and Cournot interactions on the deposit market
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Steffensen, Sonja. "Multi-leader-follower potential games." ESAIM: Proceedings and Surveys 71 (August 2021): 155–62. http://dx.doi.org/10.1051/proc/202171155.
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In this paper, we discuss a particular class of Nash games, where the participants of the game (the players) are divided into two groups (leaders and followers) according to their position or influence on the other players. Moreover, we consider the case, when the leaders’ and/or the followers’ game can be described as a potential game. This is a subclass of Nash games that has been introduced by Monderer and Shapley in 1996 and has beneficial properties to reformulate the bilevel Nash game. We develope necessary and sufficient conditions for Nash equilibria and present existence and uniqueness results. Furthermore, we discuss some Examples to illustrate our results. In this paper, we discussed analytical properties for multi-leader follower potential games, that form a subclass of hierarchical Nash games. The application of these theoretical results to various fields of applications are a future research topic. Moreover, they are meant to serve as a starting point for the developement of efficient numerical solution methods for multi-leader-follower games.
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Joel, Lucille A. "Editorial: The Leader-Follower Connection." American Journal of Nursing 97, no. 7 (July 1997): 7. http://dx.doi.org/10.2307/3465440.
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Bean, Cynthia J., and Francis E. Hamilton. "Leader framing and follower sensemaking." Human Relations 59, no. 3 (March 2006): 321–49. http://dx.doi.org/10.1177/0018726706064177.
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Thiel, Chase, Jennifer Griffith, and Shane Connelly. "Leader–Follower Interpersonal Emotion Management." Journal of Leadership & Organizational Studies 22, no. 1 (December 23, 2013): 5–20. http://dx.doi.org/10.1177/1548051813515754.
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Erkutlu, Hakan, and Jamel Chafra. "Leader Machiavellianism and follower silence." European Journal of Management and Business Economics 28, no. 3 (October 7, 2019): 323–42. http://dx.doi.org/10.1108/ejmbe-09-2018-0097.
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Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between leader Machiavellianism and employee’s quiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of psychological distance in the relationship between leader Machiavellianism and quiescent silence is also considered. Design/methodology/approach Data were collected from nine universities in Turkey. The sample included 793 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The results of this study supported the positive effect of leader Machiavellianism on employee’s quiescent silence as well as the mediating effect of employee’s relational identification. Moreover, when the level of psychological distance is low, the relationship between leader Machiavellianism and quiescent silence is strong, whereas the effect is weak when the level of psychological distance is high. Practical implications The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce workplace silence. Moreover, they should pay more attention to the buffering role of psychological distance for those subordinates with high distrust and showing silence. Originality/value This study contributes to the literature on organizational silence by revealing the relational mechanism between leader Machiavellianism and employee quiescent silence. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader–employee relationship and reducing workplace silence.
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Santos-Peñate, D. R., R. Suárez-Vega, and P. Dorta-González. "The Leader–Follower Location Model." Networks and Spatial Economics 7, no. 1 (December 6, 2006): 45–61. http://dx.doi.org/10.1007/s11067-006-9007-2.
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Wang, Zongyao, and Dongbing Gu. "Distributed leader-follower flocking control." Asian Journal of Control 11, no. 4 (June 5, 2009): 396–406. http://dx.doi.org/10.1002/asjc.117.
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Regts, Gerdien, Eric Molleman, and Hendrik Johan van de Brake. "The impact of leader‒member exchange on follower performance in light of the larger social network." Human Relations 72, no. 8 (November 23, 2018): 1265–91. http://dx.doi.org/10.1177/0018726718806351.
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Relationships with leaders do not happen in isolation from the relationships one has with one’s peers. Therefore, we examine the influence of leader‒member exchange on follower job performance in light of the larger social networks in which followers are embedded. Testing multilevel models with data that were gathered using questionnaires from a sample of 240 nurses and 20 supervisors working at four Dutch hospitals revealed that a positive relationship exists between leader‒member exchange and follower job performance when follower workflow network centrality and/or follower friendship network centrality are high but not when they are both low. The results of this study show how the different follower relationships with the supervisor and colleagues intertwine in explaining follower job performance and suggest that the larger network in which followers are embedded within their work teams is important for explaining variations in the results regarding the relationship between leader‒member exchange and follower job performance. Our study indicates that leaders should have an eye for the network position of their followers when developing high quality leader‒member exchange relationships. For followers, a good relationship with their leader is important, but its value depends on their relationships with colleagues.
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Park, Jiyoung, and Young Woo Sohn. "Is it happy to work with leaders viewing their work as a calling?" Korean Journal of Industrial and Organizational Psychology 31, no. 2 (May 31, 2018): 353–85. http://dx.doi.org/10.24230/kjiop.v31i2.353-385.
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Although scholars have paid increasing attention to people with callings, relationships between leader's calling and follower's job attitudes have been understudied. The purpose of this study was to investigate the relationship between leader calling and follower job satisfaction, and mediators and a moderator on the relationship. We hypothesized that leader calling would be positively related to follower job satisfaction via follower's perceived transformational leadership and occupational self-efficacy and that the two mediators would be positively related. As a boundary condition, we tested a moderating role of job crafting on the positive relationship between leader calling and follower occupational self-efficacy. To examine the hypotheses, we conducted two survey studies using a sample of 242 Korean working adults (Study 1) and a sample of 221 American working adults in diverse industries (Study 2). We found a positive relationship between leader calling and follower job satisfaction (Study 1) and a significant mediating effect of transformational leadership on the relationship (Studies 1, 2). In both studies, follower occupational self-efficacy mediated the link between transformational leadership and follower job satisfaction rather than directly mediating the relationship between leader calling and follower job satisfaction. Also, when followers were highly involved in job crafting (Study 1) and cognitive crafting (Study 2), their occupational self-efficacy did not vary depending on the level of leader calling. Interestingly, the relationship between leader calling and follower occupational self-efficacy was negative when followers showed low levels of job crafting and cognitive crafting. We discuss the implications of these results, study limitations, and practical suggestions for future research.
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Zhang, H., Z. Li, S. Zheng, Y. Liu, P. Zheng, and X. Zou. "LEADER-FOLLOWER COOPERATIVE LOCALIZATION BASED ON VIO / UWB LOOSE COUPLING FOR AGV GROUP." International Archives of the Photogrammetry, Remote Sensing and Spatial Information Sciences XLVI-3/W1-2022 (April 22, 2022): 263–69. http://dx.doi.org/10.5194/isprs-archives-xlvi-3-w1-2022-263-2022.
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Abstract. In this paper, we propose a Leader-Follower cooperative localization system for AGV group, which equipped with camera/IMU/UWB anchors as the Leader and IMU/UWB tags as the Follower. Firstly, we introduce the plane constraint with SE(2) into VIO to suppress drift in 2D motion; Secondly, the Follower receives the Leader's VIO pose and calculates the relative pose through the multiple groups of UWB ranging. The algorithm of Leader and Follower is decoupled, which means Leader can choose different self_localization technology to adapt to different scenario, such as LiDAR-Inertial Odometry(LIO), GNSS, etc. In the Follower, a tightly coupled graph optimization based algorithm to fuse UWB ranging and IMU is proposed to estimate its relative pose to the Leader. Lastly, extensive field experiment shows the system can realize omni-directional cooperative positioning in indoor and outdoor environments and the accuracy of collaborative positioning reaches centimeter level.
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Thuan, Le Cong, and Bui Thi Thanh. "Leader knowledge sharing behavior and follower creativity: the role of follower acquired knowledge and prosocial motivation." Journal of Workplace Learning 32, no. 6 (July 27, 2020): 457–71. http://dx.doi.org/10.1108/jwl-01-2020-0012.
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Purpose Although leaders play a vital role in motivating the creative performance of followers, a paucity of research has examined specific behaviors of leaders. The purpose of this paper is to investigate the impact of leader knowledge sharing behavior on followers’ creative performance. Design/methodology/approach To decrease the potential of the common method bias, this research conducted a time-lagged study to gather data from 319 employees working at information technology companies in Vietnam. This study used the hierarchical regression analysis to test the hypotheses. Findings The results showed that leader knowledge sharing behavior had a positive impact on follower creativity. Moreover, follower-acquired knowledge partially mediated this relationship. Furthermore, follower prosocial motivation positively moderated the effects of leader knowledge sharing behavior and follower-acquired knowledge on followers’ creative performance. Originality/value The findings contribute to the creativity literature by providing evidence that leader knowledge sharing behavior could stimulate follower creativity directly and indirectly through follower-acquired knowledge. This research also confirmed the moderating role of prosocial motivation in reinforcing the influence of leader behaviors and employee ability on employee creativity.
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Li, Jing. "Relative position and attitude coordinated control based on unit dual quaternion." Advances in Mechanical Engineering 10, no. 12 (December 2018): 168781401881897. http://dx.doi.org/10.1177/1687814018818971.
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In traditional algorithms, relative pose controls of a leader–follower rigid body consider the position and attitude as two subsystems in designing control laws. Since relative pose of a leader–follower rigid body is coupled, having a pose coupling control is a smarter choice. For deficiencies in decentralized control of relative pose, this article establishes a coupled dynamic and kinematic model of a leader–follower rigid body based on the dual-number and dual-quaternion theory framework. Furthermore, based on the proposed model, the sliding mode control theory is used to conduct coordinated control for relative pose of a leader–follower rigid body. The coupled algorithm does not need to design two sets of control laws for relative pose of a leader–follower rigid body; therefore, the complexity of the control system is reduced. Simulation results show that this algorithm does not only demonstrate the coupled control law of the relative pose but also show good tracking control performance.
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Kehr, Hugo M., Julian Voigt, and Maika Rawolle. "Implicit motives as the missing link between visionary leadership, approach and avoidance motivation, and vision pursuit." Organizational Psychology Review 12, no. 2 (December 13, 2021): 135–61. http://dx.doi.org/10.1177/20413866211061364.
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An unresolved question in visionary leadership research is, why must visions be high in imagery to cause affective reactions and be motivationally effective? Research in motivation psychology has shown that pictorial cues arouse implicit motives. Thus, pictorial cues from vision-induced imagery should arouse a follower’s implicit motives just like a real image. Hence, our fundamental proposition is that follower implicit motives and follower approach motivation serially mediate the relationship between leader vision and followers’ vision pursuit. We also examine the case of negative leader visions, with the central propositions that a negative leader vision arouses a follower’s implicit fear motives and that the follower’s implicit fear motives and follower avoidance motivation serially mediate the relationship between negative leader vision and the follower’s fear-related behaviors. Lastly, we assert that multiple implicit follower motives aroused by a multithematic leader vision exert additive as well as interaction effects on the follower’s vision pursuit. Plain Language Summary An unresolved question in leader vision research concerns why visions need to be high in imagery in order to elicit affective reactions in followers and be motivationally effective? Research in motivation psychology has shown that pictorial cues can arouse a person's implicit motives. It would thus be reasonable to expect that pictorial cues from leader vision-induced imagery arouse a follower's implicit motives just like a real image. Based on this reasoning, our key proposition is that follower implicit motives and follower approach motivation serially mediate the relationship between leader vision and followers' vision pursuit. We also integrate the special case of negative leader visions into our theorizing, with the central propositions that a negative leader vision arouses a follower's implicit fear motives, and that the follower's implicit fear motives and follower avoidance motivation serially mediate the relationship between negative leader vision and the follower's fear-related behaviors. Lastly, based on the distinction between mono- and multithematic visions, the latter of which with the potential to arouse more than one implicit motive simultaneously, we assert that multiple implicit follower motives aroused by a multithematic leader vision exert additive as well as interaction effects on the follower's vision pursuit.
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BAKER, Nevra. "THE COMBINED EFFECT OF LEADER-MEMBER EXCHANGE AND LEADER OPTIMISM ON FOLLOWER JOB OUTCOMES." Business & Management Studies: An International Journal 7, no. 5 (December 25, 2019): 2525–55. http://dx.doi.org/10.15295/bmij.v7i5.1262.
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Leader-member exchange theory is one of the most widely researched leadership theories, and a substantial number of former studies have investigated the effect of leader-member exchange on different follower job outcomes. However, there is a lack of research in the literature on the combined effect of leader-member exchange and leader emotional expressivity on follower job outcomes. The aim of this study is to contribute to the leadership and emotions literature by investigating the combined effect of leader-member exchange and the leader emotional expressivity of optimism on follower job outcomes of affective organizational commitment, trust in leader, and job satisfaction. In order to test the hypotheses of the study, an experiment was undertaken in which four imaginary leader types were described. After reading the leader descriptions, respondents were given a survey about their self-foreseen affective organizational commitment, trust in leader, and job satisfaction, with the assumption that they were actually working with the imaginary leader. The findings of the study suggest that both high LMX and low LMX leaders who displayed optimism aroused higher levels of the three follower job outcomes than their counterparts who did not display optimism.
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Roopak, Kumar, Sushanta Kumar Mishra, and Ekta Sikarwar. "Linking leader–follower proactive personality congruence to creativity." Personnel Review 48, no. 2 (March 4, 2019): 454–70. http://dx.doi.org/10.1108/pr-11-2017-0332.
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Purpose Drawing from the literature on person–environment fit and proactive personality, the purpose of this paper is to empirically examine whether congruence between the proactive personality of a leader and his/her follower is facilitative/inhibitive of creativity of the follower. Design/methodology/approach Data were collected in two waves from 355 followers and 36 corresponding leaders working in a large manufacturing company in India. Hypotheses were tested using polynomial regression analysis and response surface method. Findings The results indicate that leader–follower congruence in proactive personality is more likely to encourage followers’ creativity. Moreover, leader–follower congruence at higher levels of proactive personality showed higher levels of followers’ creativity than when dyads are congruent at lower levels. Practical implications Findings suggest that human resource management in organizations should consider matching leaders’ proactive personality with that of followers’ to foster employee creativity. This is critical from the perspective of recruitment and dyad formulation for jobs that demand creativity. Originality/value Research examining why and how congruence in personal characteristics between a leader and his/her follower foster followers’ creativity is at best scant. The study is a novel attempt to examine the effect of congruence in leader–follower proactive personalities on workplace creativity of the follower.
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Parvareh, Amirreza, Mojtaba Naderi Soorki, and Aydin Azizi. "The Robust Adaptive Control of Leader–Follower Formation in Mobile Robots with Dynamic Obstacle Avoidance." Mathematics 11, no. 20 (October 12, 2023): 4267. http://dx.doi.org/10.3390/math11204267.
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In this paper, the problem of formation control with regard to leader–follower mobile robots in the presence of disturbances and model uncertainties, without needing to know the velocity of the leader robot, is presented. For this purpose, at first, a first-order kinematic model of leader–follower and leader–leader formations is obtained, and considering the absolute velocity of the leader robots as an uncertainty, a robust adaptive controller is designed to keep the desired formation. In this case, the upper bound of uncertainty is unknown and is obtained via stable adaptive laws. Afterwards, in order to deal with the accelerated robots and obstacles, second-order leader–follower and leader–leader formation models are obtained from the previous models. A robust adaptive controller is then designed to stabilize the entire system in the presence of disturbances and modeling uncertainties, without needing to know the parameters or matrices of the formation models. In addition, by considering one of the leaders in the leader–leader model as a virtual obstacle, the challenge of avoiding moving obstacles is also addressed in the presence of uncertainties. The simulation results show the effect of the presented controllers in effectively keeping the desired leader–follower formations.
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Gottfredson, Ryan, Kurt T. Dirks, Heath Gregg, Jayoung Kim, Anna Maria Zabinski, and Xin Zhang. "In the Eye of the Follower: Follower Attributions that Affect Leader-Follower Relationships." Academy of Management Proceedings 2020, no. 1 (August 2020): 14117. http://dx.doi.org/10.5465/ambpp.2020.14117symposium.
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Fujimori, Atsushi, Kotaro Oh-kiri, and Shinsuke Oh-hara. "Formation shape transition of multiple mobile robots in leader-follower method." IAES International Journal of Robotics and Automation (IJRA) 10, no. 4 (December 1, 2021): 275. http://dx.doi.org/10.11591/ijra.v10i4.pp275-288.
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<p>This paper presents a formation shape transition technique of multiple mobile robots in the leader-follower method as a new function that gives flexibility to the formation control of mobile robots with multiple sonars. First, we propose basic shape transition methods for the case of two mobile robots under formation control by the leader-follower method, and then extend the methods to the shape transition of three mobile robots. Since the multiple sonars attached to the mobile robot are located forward, including the left and right sides, there is a constraint on the formation shape feasible by the leader - follower method. In the case of two mobile robots, the follower must be positioned behind the leader. Therefore, there are three shapes of the follower relative to the leader: line, right-back, left-back. In the case of three mobile robots, t hree types of line, zigzag, triangle shapes are considered. The effectiveness of the proposed technique is demonstrated by experiments using real mobile robots.</p>
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Kang, Seung-Wan. "Sustainable Influence of Ethical Leadership on Work Performance: Empirical Study of Multinational Enterprise in South Korea." Sustainability 11, no. 11 (June 1, 2019): 3101. http://dx.doi.org/10.3390/su11113101.
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This study empirically examines the route by which managers’ sustainable ethical leadership influences employees’ work performance. The study examines the relationships of four variables: ethical leadership, perceived salience of an ethics code, work performance, and leader–follower distance, operationalized as the frequency of leader–follower interaction. Data were obtained from a large multinational enterprise in South Korea and the questionnaires responses of 196 leader–follower pairs (196 team leaders, 196 employees) were analyzed. The results found that the managers’ ethical leadership positively influenced the employees’ perceived salience of the ethics code of the organization, which, in turn, positively mediated the relationship of ethical leadership to work performance. Furthermore, a conditional indirect effect was found in which the frequency of leader–follower interaction positively moderated the indirect effect of ethical leadership on work performance via perceived salience of the ethics code; specifically, the strength of the indirect effect increased as the frequency of leader–follower interaction increased. The theoretical and practical implications of the results are offered and limitations with suggestions for future study are discussed.
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Zhang, Jian, Kayla F. Goliwas, Wenjun Wang, Paul V. Taufalele, Francois Bordeleau, and Cynthia A. Reinhart-King. "Energetic regulation of coordinated leader–follower dynamics during collective invasion of breast cancer cells." Proceedings of the National Academy of Sciences 116, no. 16 (March 28, 2019): 7867–72. http://dx.doi.org/10.1073/pnas.1809964116.
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The ability of primary tumor cells to invade into adjacent tissues, followed by the formation of local or distant metastasis, is a lethal hallmark of cancer. Recently, locomoting clusters of tumor cells have been identified in numerous cancers and associated with increased invasiveness and metastatic potential. However, how the collective behaviors of cancer cells are coordinated and their contribution to cancer invasion remain unclear. Here we show that collective invasion of breast cancer cells is regulated by the energetic statuses of leader and follower cells. Using a combination of in vitro spheroid and ex vivo organoid invasion models, we found that cancer cells dynamically rearrange leader and follower positions during collective invasion. Cancer cells invade cooperatively in denser collagen matrices by accelerating leader–follower switching thus decreasing leader cell lifetime. Leader cells exhibit higher glucose uptake than follower cells. Moreover, their energy levels, as revealed by the intracellular ATP/ADP ratio, must exceed a threshold to invade. Forward invasion of the leader cell gradually depletes its available energy, eventually leading to leader–follower transition. Our computational model based on intracellular energy homeostasis successfully recapitulated the dependence of leader cell lifetime on collagen density. Experiments further supported model predictions that decreasing the cellular energy level by glucose starvation decreases leader cell lifetime whereas increasing the cellular energy level by AMP-activated kinase (AMPK) activation does the opposite. These findings highlight coordinated invasion and its metabolic regulation as potential therapeutic targets of cancer.
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Samadi Gharajeh, Mohammad, and Hossein B. Jond. "Speed Control for Leader-Follower Robot Formation Using Fuzzy System and Supervised Machine Learning." Sensors 21, no. 10 (May 14, 2021): 3433. http://dx.doi.org/10.3390/s21103433.
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Mobile robots are endeavoring toward full autonomy. To that end, wheeled mobile robots have to function under non-holonomic constraints and uncertainty derived by feedback sensors and/or internal dynamics. Speed control is one of the main and challenging objectives in the endeavor for efficient autonomous collision-free navigation. This paper proposes an intelligent technique for speed control of a wheeled mobile robot using a combination of fuzzy logic and supervised machine learning (SML). The technique is appropriate for flexible leader-follower formation control on straight paths where a follower robot maintains a safely varying distance from a leader robot. A fuzzy controller specifies the ultimate distance of the follower to the leader using the measurements obtained from two ultrasonic sensors. An SML algorithm estimates a proper speed for the follower based on the ultimate distance. Simulations demonstrated that the proposed technique appropriately adjusts the follower robot’s speed to maintain a flexible formation with the leader robot.
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Elaamery, Badr, Massimo Pesavento, Teresa Aldovini, Nicola Lissandrini, Giulia Michieletto, and Angelo Cenedese. "Model Predictive Control for Cooperative Transportation with Feasibility-Aware Policy." Robotics 10, no. 3 (June 30, 2021): 84. http://dx.doi.org/10.3390/robotics10030084.
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The transportation of large payloads can be made possible with Multi-Robot Systems (MRS) implementing cooperative strategies. In this work, we focus on the coordinated MRS trajectory planning task exploiting a Model Predictive Control (MPC) framework addressing both the acting robots and the transported load. In this context, the main challenge is the possible occurrence of a temporary mismatch among agents’ actions with consequent formation errors that can cause severe damage to the carried load. To mitigate this risk, the coordination scheme may leverage a leader–follower approach, in which a hierarchical strategy is in place to trade-off between the task accomplishment and the dynamics and environment constraints. Nonetheless, particularly in narrow spaces or cluttered environments, the leader’s optimal choice may lead to trajectories that are infeasible for the follower and the load. To this aim, we propose a feasibility-aware leader–follower strategy, where the leader computes a reference trajectory, and the follower accounts for its own and the load constraints; moreover, the follower is able to communicate the trajectory infeasibility to the leader, which reacts by temporarily switching to a conservative policy. The consistent MRS co-design is allowed by the MPC formulation, for both the leader and the follower: here, the prediction capability of MPC is key to guarantee a correct and efficient execution of the leader–follower coordinated action. The approach is formally stated and discussed, and a numerical campaign is conducted to validate and assess the proposed scheme, with respect to different scenarios with growing complexity.
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Zhang, Caihong, Tairen Sun, and Yongping Pan. "Neural Network Observer-Based Finite-Time Formation Control of Mobile Robots." Mathematical Problems in Engineering 2014 (2014): 1–9. http://dx.doi.org/10.1155/2014/267307.
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This paper addresses the leader-following formation problem of nonholonomic mobile robots. In the formation, only the pose (i.e., the position and direction angle) of the leader robot can be obtained by the follower. First, the leader-following formation is transformed into special trajectory tracking. And then, a neural network (NN) finite-time observer of the follower robot is designed to estimate the dynamics of the leader robot. Finally, finite-time formation control laws are developed for the follower robot to track the leader robot in the desired separation and bearing in finite time. The effectiveness of the proposed NN finite-time observer and the formation control laws are illustrated by both qualitative analysis and simulation results.
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Li, Juan, Yanxin Zhang, and Wenbo Li. "Formation Control of a Multi-Autonomous Underwater Vehicle Event-Triggered Mechanism Based on the Hungarian Algorithm." Machines 9, no. 12 (December 9, 2021): 346. http://dx.doi.org/10.3390/machines9120346.
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Among the key technologies of Autonomous Underwater Vehicle (AUV) leader–follower formations control, formation reconfiguration technology is one of the main technologies to ensure that multiple AUVs successfully complete their tasks in a complex operating environment. The biggest drawback of the leader–follower formations technology is the failure of the leader and the excessive communication pressure of the leader. Aiming at the problem of leader failure in multi- AUV leader–follower formations, the Hungarian algorithm is used to reconstruct the failed formation with a minimum cost, and the improvement of the Hungarian algorithm can solve the problem of a non-standard assignment. In order to solve the problem of an increased leader communication task after formation reconfiguration, the application of an event-triggered mechanism (ETM) can reduce unnecessary and useless communication, while the efficiency of the ETM can be improved through increasing the event-triggered conditions of the sampling error threshold. The simulation results of multi-AUV formation control show that the Hungarian algorithm proposed in this paper can deal with the leader failure in the multi-AUV leader–follower formation, and the ETM designed in this paper can reduce about 90% of the communication traffic of the formation which also proves the highly efficient performance of the improved ETM in the paper.
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Hattke, Fabian, and Judith Hattke. "Lead by example? The dissemination of ethical values through authentic leader inspiration." International Journal of Public Leadership 15, no. 4 (October 31, 2019): 224–37. http://dx.doi.org/10.1108/ijpl-06-2019-0034.
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Purpose The purpose of this paper is to propose that leaders who promote ethical values authentically will be more effective in inspiring followers to behave ethically than inauthentic leaders. It further hypothesizes that authentic ethical inspiration by leaders will transform followers’ prosocial motivation so that they internalize their leader’s values and act accordingly. Design/methodology/approach The study tests this moderated-mediation model based on survey data from 741 officers in the Federal Armed Forces Germany who are leaders and follower simultaneously. Findings Leader authenticity moderates the relationship between leader ethical influence and follower ethical behaviors. The effect is significant and substantial. Leader ethical influence has a significant, yet marginal effect on follower prosocial motivation, which, in turn, strongly relates to follower ethical behaviors. Research limitations/implications Although leader authenticity is a value in itself, it says little about the contents of leaders’ ethical values. Thus, future research should not confound authentic leadership with ethical leadership. Prosocial motivation is a comparatively stable characteristic of individuals, which is rather resilient against leader influence. Practical implications “Softer” means of leader influence are effective in the coercive context of public command-and-control organizations. By cascading down the hierarchy, ethical values disseminate throughout the organization. The study draws these conclusions within the limitations of a cross-sectional analysis. Originality/value This study is the first to investigate the moderating role of perceived leader authenticity in the relationship between leader ethical inspiration and follower ethical behaviors.
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Wang, Tang, Gao, Liu, and Chen. "Distributed Control Strategy of the Leader-Follower for Offshore Wind Farms under Fault Conditions." Sustainability 11, no. 8 (April 16, 2019): 2290. http://dx.doi.org/10.3390/su11082290.
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Because of the complexity and severity of the marine environment, the probability of failure of offshore wind farms is much higher than that of onshore wind farms. The original control might fail under a single-machine and the network communication faults of wind turbines. In this study, centralized control is replaced with distributed control, the leader-follower distributed control strategy under two types of fault conditions is proposed to reduce the adverse effect of failure on the system and improve the tolerance of the system. First, the single-machine system is expanded into a wind turbine cluster system model based on Hamiltonian energy theory. Then, a leader-follower distributed control strategy is proposed to ensure the stable operation of wind turbines under a single-machine fault of the leader or follower unit. Next, considering communication failure, the leader-follower control strategy in the weakly connected topology is designed to make the system and the active power output stable. Finally, the simulation results confirm that the leader-follower control strategy system can enhance the stability and reliability of the system in the case of a unit shut down and network communication faults.
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Huan, Zhang Lin, Takigawa Tomohiro, and Ahamed Tofael. "Leader-Follower Tracking System for Agricultural Vehicles: Fusion of Laser and Odometry Positioning Using Extended Kalman Filter." IAES International Journal of Robotics and Automation (IJRA) 4, no. 1 (March 1, 2015): 1. http://dx.doi.org/10.11591/ijra.v4i1.pp1-18.
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The aim of this research was to develop a safe human-driven and autonomous leader-follower tracking system for an autonomous tractor. To enable the tracking system, a laser range finder (LRF)-based landmark detection system was designed to observe the relative position between a leader and a follower used in agricultural operations. The virtual follower-based formation-tracking algorithm was developed to minimize tracking errors and ensure safety. An extended Kalman filter (EKF) was implemented for fusing LRF and odometry position to ensure stability of tracking in noisy farmland conditions. Simulations were conducted for tracking the leader in small and large sinusoidal curved paths. Simulated results verified high accuracy of formation tracking, stable velocity, and regulated steering angle of the follower. The tracking method confirmed the follower could follow the leader with a required formation safely and steadily in noisy conditions. The EKF helped to improve observation accuracy, velocity, and steering angle stability of the follower. As a result of the improved accuracy of observation and motion action, the tracking performance for lateral, longitudinal, and heading were also improved after the EKF was implemented in the tracking system.
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Griffith, Jennifer A., Carter Gibson, Kelsey Medeiros, Alexandra MacDougall, Jay Hardy, and Michael D. Mumford. "Are You Thinking What I’m Thinking?: The Influence of Leader Style, Distance, and Leader–Follower Mental Model Congruence on Creative Performance." Journal of Leadership & Organizational Studies 25, no. 2 (January 13, 2018): 153–70. http://dx.doi.org/10.1177/1548051817750537.
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Leaders have been classified as having charismatic, ideological, or pragmatic (CIP) leadership styles, each characterized by distinct patterns in cognition and interaction. Although each CIP style has been shown to facilitate certain aspects of the creative process for followers, questions remain regarding the impact of leadership style on overall follower creative performance. One factor likely to influence this relationship is leader distance, composed of the physical distance, perceived social distance, and perceived task interaction among leaders and followers. Past research has also emphasized the role of leaders’ mental models as they relate to follower performance. Less understood, however, is how the mental models of followers may affect this process. Using the CIP model of leadership, this study explores leader distance and leader–follower mental model congruence on follower creative performance. Results indicated that while leadership style does not directly influence follower creativity, it interacts with leader distance to shape creative outcomes. Results further indicated that while general mental model congruence is not predictive, alignment on specific mental model dimensions contributes to enhanced creative performance among followers. Implications and future research directions are discussed.
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White, Jean. "Be a leader, not a follower." Cancer Nursing Practice 10, no. 6 (July 8, 2011): 10. http://dx.doi.org/10.7748/cnp2011.07.10.6.10.p5834.
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