Relevant bibliographies by topics / Leaders´ Implicit Followership Theories

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  2. Dissertations / Theses
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  4. Book chapters

Academic literature on the topic 'Leaders´ Implicit Followership Theories'

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Published: 2 July 2021
Last updated: 3 February 2022

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Journal articles on the topic "Leaders´ Implicit Followership Theories"

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Su, Xin, Peng Gao, Ying He, and Xuzhen Zhu. "Effect of leaders' implicit followership prototypes on employees' internal and external marketability." Social Behavior and Personality: an international journal 47, no. 12 (December 5, 2019): 1–12. http://dx.doi.org/10.2224/sbp.8470.

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To examine if leaders' implicit followership theory can be transferred from the behavior level to the competence level, we used a social information processing perspective to investigate the effects of leaders' implicit followership prototypes on employee marketability. Participants were 331 employees of companies in China, who completed measures of their leaders' implicit followership prototypes, internal and external marketability, and psychological empowerment, and their leaders rated the employees' in-role performance. Results showed that leaders' implicit followership prototypes were positively correlated with employees' internal and external marketability, these 2 effect mechanisms were partly mediated by employees' psychological empowerment, and employees' in-role performance negatively moderated both the effects of leaders' implicit followership prototypes and the mediating effect of psychological empowerment in the relationship between leaders' implicit followership prototypes and employees' marketability. Our findings enrich research into implicit theories, marketability as an employee competence, and social information processing within the context of leadership, and have implications for management practice.
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Junker, Nina M., Sebastian Stegmann, Stephan Braun, and Rolf Van Dick. "The ideal and the counter-ideal follower – advancing implicit followership theories." Leadership & Organization Development Journal 37, no. 8 (November 7, 2016): 1205–22. http://dx.doi.org/10.1108/lodj-04-2015-0085.

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Purpose Research on implicit followership theories – that is, individually held assumptions about how followers are and how they should be – is still in its infancy. The few existing approaches differ in what they define as the object of these theories. The authors consider the lack of two aspects in the existing literature: first, the authors consider it important to not only focus on effective but also on ideal followers – which allows investigating follower characteristics that go beyond just performance; and second, the authors demonstrate the importance of the study of characteristics which leaders explicitly see as undesirable for followers (i.e. counter-ideal follower prototypes). The purpose of this paper is to fill these gaps and to extend the literature by introducing the concept of implicit followership theories as assumptions of ideal followers. Design/methodology/approach The authors first present three studies conducted to develop a scale to measure ideal and counter-ideal follower prototypes, respectively. In a fourth study, the authors apply this scale and compare it to existing measures of implicit followership theories regarding their value for predicting leaders’ follower ratings. Findings Results show that the newly developed measure is reliable and valid, and comprises a useful tool for future research. Practical implications The scale can be used for leadership development programs. Originality/value The study is among the few that provide theory and evidence for the relevance of implicit followership theories and is the first to consider the ideal follower in this regard.
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Kedharnath, Uma. "The Influence Of Leaders’ Implicit Followership Theories On Employee Outcomes." Academy of Management Proceedings 2012, no. 1 (July 2012): 13552. http://dx.doi.org/10.5465/ambpp.2012.13552abstract.

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Lord, Robert G., Olga Epitropaki, Roseanne J. Foti, and Tiffany Keller Hansbrough. "Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information." Annual Review of Organizational Psychology and Organizational Behavior 7, no. 1 (January 21, 2020): 49–74. http://dx.doi.org/10.1146/annurev-orgpsych-012119-045434.

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We offer a comprehensive review of the theoretical underpinnings and existing empirical evidence in the implicit leadership and implicit followership theories domain. After briefly touching on the historical roots of information-processing approaches to leadership and leader categorization theory, we focus on current contextualized and dynamic perspectives. We specifically present neural network approaches and adaptive resonance processes that guide leadership perceptions. We further address measurement issues, emerging areas of study such as implicit leadership theories, and identity and cross-cultural issues. We offer specific avenues for future research in the form of a systematic list of unanswered research questions and further outline leadership development implications.
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Knoll, Michael, Birgit Schyns, and Lars-Eric Petersen. "How the Influence of Unethical Leaders on Followers Is Affected by Their Implicit Followership Theories." Journal of Leadership & Organizational Studies 24, no. 4 (April 29, 2017): 450–65. http://dx.doi.org/10.1177/1548051817705296.

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Our research examines the role of followers in unethical leadership. Drawing on a social–cognitive approach to leadership and recent research in the field of behavioral ethics, we focus on how leader behavior and follower information processing interact to produce unethical outcomes. In two experimental studies simulating a personnel selection context, we examine to what extent individual implicit assumptions regarding the follower role (i.e., implicit followership theories, IFTs) relate to employees’ tendency to comply with leader unethical suggestions. In Study 1, controlling for possible alternative explanations such as personal need for structure, romance of leadership, and moral disengagement, we found that the IFT Good Citizen increased and the IFT Insubordination decreased followers’ tendencies to contribute to unethical leadership. In Study 2, we varied the leader’s unethical suggestions to further investigate the conditions under which these effects occur and included authoritarianism as an additional control variable. Overall, our findings suggest that IFTs make a unique contribution to our understanding of the role of followers in unethical leadership, and that this contribution depends on the way leaders frame their unethical request. Interaction effects suggest that follower characteristics need to be considered as they are embedded in specific situational settings rather than as isolated traits.
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Goswami, Ashita, Hyung In Park, and Terry A. Beehr. "Does the Congruence Between Leaders’ Implicit Followership Theories and Their Perceptions of Actual Followers Matter?" Journal of Business and Psychology 35, no. 4 (June 28, 2019): 519–38. http://dx.doi.org/10.1007/s10869-019-09638-7.

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Vogel, Rick, Nina Katrin Hansen, and Markus Kreysch. "Implicit Leader- and Followership Theories and Interpersonal Attraction in Workplace Relationships." Academy of Management Proceedings 2018, no. 1 (August 2018): 14181. http://dx.doi.org/10.5465/ambpp.2018.14181abstract.

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Helfrich, Hannah, and Erik Dietl. "Is employee narcissism always toxic? – The role of narcissistic admiration, rivalry and leaders’ implicit followership theories for employee voice." European Journal of Work and Organizational Psychology 28, no. 2 (February 22, 2019): 259–71. http://dx.doi.org/10.1080/1359432x.2019.1575365.

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van Gils*, Suzanne, Niels van Quaquebeke*, and Daan van Knippenberg. "The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement." European Journal of Work and Organizational Psychology 19, no. 3 (June 2010): 333–63. http://dx.doi.org/10.1080/13594320902978458.

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Yang, Yongyong, Wendian Shi, Beina Zhang, Youming Song, and Dezhen Xu. "Implicit followership theories from the perspective of followers." Leadership & Organization Development Journal 41, no. 4 (May 7, 2020): 581–96. http://dx.doi.org/10.1108/lodj-05-2019-0225.

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PurposeThe purpose of this paper is to explore the structure, implicit attitude and consequences of followers' implicit followership theories in the Chinese cultural context through three studies. Study 1 explores the structure of followers' implicit followership theories. Study 2 examines the implicit attitude of followers towards followers' implicit followership theories. Study 3 verifies the impact of followers' implicit followership theories on the quality of collegial relationships.Design/methodology/approachThe data for study 1 (n = 321) and study 3 (n = 243) were collected through an online self-report questionnaire, and the data for study 2 (n = 30) were collected through the go/no-go association task.FindingsThe structure of followers' implicit followership theories includes two dimensions: positive followership prototypes and negative followership prototypes. Followers' implicit attitudes were more likely to match positive followership prototypes than negative followership prototypes. Positive followership prototypes had a significantly positive impact on the quality of collegial relationships, whereas negative followership prototypes had a significantly negative impact on the quality of collegial relationships.Research limitations/implicationsThe psychology and behaviour of employees can be better understood by exploring followers' implicit followership theories.Practical implicationsEmployees hold a relatively positive implicit attitude towards followers. Therefore, managers should provide positive feedback to improve employees' positive self-cognition so that employees can better serve the organization and better promote its development.Originality/valueThe paper is one of the few studies to explore followers' implicit followership theories in the Chinese cultural context.
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Dissertations / Theses on the topic "Leaders´ Implicit Followership Theories"

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Forsberg, Maria, and Tora Knifström. "Följarskap - en dans i otakt? : Om följare, följarskap och dess påverkan på ledarskapinom kommunal hemtjänst." Thesis, Högskolan Dalarna, Institutionen för kultur och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:du-37573.

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Kommunen är en stor arbetsgivare och verksamheten inom kommunal hemtjänst berördessutom många människor som kommer i kontakt med anställda inom hemtjänsten i rollensom vårdtagare. För att uppfylla organisationens mål om att en god omvårdnad ska bedrivashar forskningen tidigare mest fokuserat på betydelsen av en framgångsrik ledare. På senare tidhar även följarnas betydelse för både organisation och ledarskapet lyfts fram. Teorin om Leader-Member Exchange handlar om relationen mellan ledare och följare och detutbyte som sker där. Ledaren värderar följarens bidrag till utbytet i relationen baserat på sinagenerella föreställningar om följare, även kallat Implicit Followership Theories. Tidigareforskning har visat att om dessa generella föreställningar hos ledaren är av positiv karaktär ökardet ledarens förväntningar på följaren och kan förbättra relationen. Syftet med vårundersökning är att undersöka hur ledare inom kommunal hemtjänst ser på följarskap och omde upplever att följarskapet påverkar deras möjlighet att leda. Semistrukturerade intervjuer och tematisk analys ligger till grund för denna undersökning somutförts i en chefsgrupp inom kommunal hemtjänst. Resultaten beskriver inledningsvisdeltagarnas uppfattning om begreppet följarskap och vilka egenskaper och beteenden som ingåri deras generella uppfattning om följare. Vidare beskriver resultatet av undersökningen hurdeltagarna uppfattar sina faktiska följare och att deras generella förväntningar på följare intehelt stämmer överens med det faktiska följarskapet. Slutligen visar undersökningen tydligt attföljarskapet har påverkan på förutsättningarna för att leda.
The municipality is a large employer and the activities within the municipal home care servicealso affect many people who encounter employees within the home care service in the role ofcare recipient. To fulfill the organization's goal that good nursing should be conducted; researchhas previously mostly focused on the importance of a successful leader. In recent times, theimportance of followers for both organization and leadership has also been highlighted. The theory of Leader-Member Exchange is about the relationship between leader and followerand the exchange that takes place there. The leader values the follower's contribution to theexchange in the relationship based on his general notions of followers, also called ImplicitFollowership Theories. Previous research has shown that if these general perceptions of theleader are of a positive nature, it increases the leader's expectations of the follower and canimprove the relationship. The purpose of our survey is to investigate how leaders in themunicipal home care service view followers and whether they feel that the followers affecttheir ability to lead. Semi-structured interviews and thematic analysis form the basis for this study, which wasconducted in a management group within municipal home care. The results initially describethe participants' perception of the concept of following and what characteristics and behaviorsare included in their general perception of followers. Furthermore, the results of the surveydescribe how the participants perceive their actual followers and that their general expectationsof followers do not fully correspond to the actual followership. Finally, the survey clearlyshows that following has an impact on the conditions for leading.
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Bremner, Nicholas. "The Influence of Follower Behaviour on Leaders' Trust in Followers." Thèse, Université d'Ottawa / University of Ottawa, 2011. http://hdl.handle.net/10393/20179.

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This study reviews the burgeoning literature on followership and tests propositions from a recently developed theoretical framework to explore the relationship between follower behaviours, leaders’ perceptions of follower trustworthiness (trusting beliefs), and leaders’ subsequent willingness to be vulnerable to the actions of their followers (trusting intentions). Leaders’ implicit followership theories (IFTs) were examined as a potential moderator of both relationships. Results revealed that passive followership influenced leaders’ trusting beliefs negatively, whereas collaborative followership had a positive influence on leaders’ trusting beliefs as well as leaders’ trusting intentions. The most extreme form of proactive followership, challenging followership, had nonsignificant relationships with leaders’ trusting beliefs and intentions. In addition, leaders’ IFTs did not interact with followership behaviour to produce any change in leaders’ trusting beliefs. However, IFTs were found to moderate the relationship between leaders’ trusting beliefs and trusting intentions. Implications for research and practice are discussed in light of the results.
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Demary, Guillaume. "Évaluation cognitive du leader dans une dyade hiérarchique : des comportements non verbaux du suiveur aux comportements de leadership." Thesis, Université Paris-Saclay (ComUE), 2018. http://www.theses.fr/2018SACLS487/document.

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Les interactions de l’équipe de travail et l’efficacité de celles-ci sont constitutives d’un système hiérarchique préétabli composé notamment de dyades verticales. Afin d’étudier cette dyade, ce travail doctoral s’intéresse aux rôles sociaux associés au statut de chacun des protagonistes de la dyade verticale (i.e., leader pour le chef et suiveur pour le subordonné) et considère le leadership.L’influence du suiveur et de ses comportements sur le leader et le leadership est de plus en plus considérée. Cependant, les comportements du suiveur influençant le leader restent inexplorés. Ce travail doctoral plurisdisciplinaire (i.e., psychologie et informatique affective) vise donc à mettre en évidence les comportements du suiveur influençant le leader ainsi que les mécamises sous-jacents à cette influence.Pour cela, nous nous sommes intéressés aux comportements non verbaux (CNV) du suiveur en tant qu’indices sociaux pouvant influencer le leader et ses comportements. Les principes de la cognition sociale sont appliqués dans cette thèse pour étudier l’évaluation cognitive réalisée par le leader, au travers de l’activation des caractéristiques utilisées pour catégoriser les suiveurs : les théories implicites du followership (IFTs).L’étude de l’évaluation cognitive du leader se confronte à de nombreuses difficultés, notamment méthodologiques. Ainsi, un travail préliminaire essentiel de ce travail doctoral s’est attaché à traduire et valider en français une échelle d’évaluation des IFTs. La première étude exploratoire utilise des images d’agents virtuels pour explorer plusieurs CNV pouvant activer les IFTs du leader de manière explicite. La deuxième étude propose une analyse de vidéos d’entraînements d’équipes médicales pré-hospitalières pour étudier dynamiquement d’autres CNV intervenant dans la perception du followership. En troisième étude, les CNV observés dans les études précédentes ont été implémentés dans un agent virtuel placé en interaction avec des leaders médicaux. Une tâche de Go / No Go a permis par la suite d’étudier l’activation implicite des IFTs. Enfin, une dernière étude quantitative transversale a tenté d’étudier l’influence de l’évaluation cognitive du suiveur par le leader sur les comportements de leadership.Les résultats de ces études suggèrent que certaines caractéristiques affichées dans les CNV (i.e., dominance, support apporté au leader) peuvent activer les IFTs du leader. De plus, l’évaluation cognitive semble avoir une influence sur les comportements de leadership choisi.Nous discuterons les résultats obtenus et présenterons les contributions scientifiques et pédagogiques de cette thèse. Nous ouvrirons notre réflexion au positionnement épistémologique nécessaire à l’étude des IFTs, ainsi qu’à l’utilisation des agents virtuels dans l’étude de la catégorisation. Le but applicatif de ce travail doctoral est l’implémentation de CNV chez des subordonnés virtuels médicaux dans un serious game permettant la formation de leader médicaux
Interactions in teamwork and their efficiency are based on a hierarchical system including verticale dyads. This research studies leadership through the social roles link to the hierarchical status of the vertical dyad (i.e., leader for the chief and follower for the subordinate).The influence of follower on leader and leadership is increasingly considered. However, the follower’s behaviors are still unexplored. This multidisciplinary doctoral work (i.e., psychology and affective computing) tries to highlight the influence of follower’s behavior on the leader, and the underlying process of this influence.To do so, we used the follower’s nonverbal behaviors (CNV) as the social clues that can influence the leader and his behaviors. The principles of social cognition are applied in this thesis to study the cognitive evaluation made by the leader. We worked on the activation of the caracteristics used to categorize followers, the implicit followership theories (IFTs).The study of the cognitive evaluation made by the leader comes we multiple issues, including methological ones. Thus, a preliminary work of translation and validation of a scale evaluating the IFTs was realized. The first exploratory study used images of virtual agents displaying CNV that could explicitly activate leaders’ IFTs. We complete these result through an analysis of a corpus of videos filming medical teams’ training. This study allowed us to observe dynamic CNV that could influence the perception of followership. In a third study, we implemented the CNV of the two previous studies in a virtual agent. Medical leaders had to interact with it, and implicit activation of IFTs was collected using a Go / No Go protocol. Finally, using a quantitative approach, we studied the influence of cognitive evaluation of the leader on his leadership behaviors.Results suggest that some caracteristics displayed in CNV (i.e., dominance and support) can activate the leaders’ IFTs. Moreover, the cognitive evaluation of the leader seems to influence his leadership behaviors.We will discuss the results and explain the scientifical and pédagogical contributions of this thesis. We will analyse our problematic through multiple angles, including the epistemologycal point of view allowing the study of IFTs, and the use of virtual agents in the research field of categorization process. The practical application of the doctoral work is the implementation of CNV in virtual subordinates for the deployement of a serious game for medical team leader
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Bashore, Daniel. "Assessing Implicit Leadership and Followership Theories." Wright State University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=wright1590156207610277.

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Snead, Kathleen Benton. "Contextual Constraints: An Examination of Implicit Followership Theories." Thesis, Virginia Tech, 2013. http://hdl.handle.net/10919/41437.

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This study was designed to assess follower prototypes as dynamic structures. Connectionist theory is a good framework to understand the process by which followership perceptions are altered by contextual factors. Organizational culture, change in immediate leader and follower prototypes were measured in an applied setting across time to assess the dynamism of the cognitive networks of implicit followership theories. Change in culture and immediate leader was measured at three time points, across six months, during the acquisition of one organization by a second. Change scores were created by computing difference scores from surveys completed at the first time point to the second time point, three months later, to the third and final time point, three months later. There were no significant effects of change in culture on reported follower networks. There was, however, a significant effect of leader change at time points two and three when regressed on individualâ s follower networks. The overall findings of this study suggest that IFTâ s like leadership prototypes remain fairly stable across time (Epitropaki, 2004), but are subject to organizational change.
Master of Science
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Bashore, Daniel. "Implicit Leadership and Followership Theories: Does Congruency Matter?" Wright State University / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=wright1502270002361127.

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Shondrick, Sara J. "Rating Leadership Potential From Above: The Effects of Implicit Theories on Supervisors' Ratings of Leadership Potential." University of Akron / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=akron1365547287.

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Derler, Andrea [Verfasser]. "The Ideal Employee : the influence of work context, personality and organizational culture on leaders' prototypical implicit follower theories / Andrea Derler." Hagen : Fernuniversität Hagen, 2015. http://d-nb.info/1068374721/34.

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Epitropaki, Olga. "From ideal leaders to actual managers : a longitudinal study of implicit leadership theories, leader-member exchanges, transformational leadership and employee outcomes." Thesis, Cardiff University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.271000.

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Bradley-Cole, Kim. "Exploring subordinate leaders' implicit theories of authentic leadership : understanding the experience and contribution of leader authenticity to effective managerial relationships in large organisations." Thesis, University of Reading, 2014. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.745705.

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Books on the topic "Leaders´ Implicit Followership Theories"

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Jarrett, Michael, and Russ Vince. Psychoanalytic Theory, Emotion, and Organizational Paradox. Edited by Wendy K. Smith, Marianne W. Lewis, Paula Jarzabkowski, and Ann Langley. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198754428.013.2.

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This chapter discusses the psychoanalytic foundations of organizational paradox. It argues that psychoanalytic theories offer a framework for the study of emotions in organizations and for the paradoxical tensions arising from emotions. It develops an analytical framework to discuss three core constructs of psychoanalytic thinking: unconscious emotions; defense mechanisms; and “the analytic attitude,” which is used to gain awareness of unconscious emotions, and as the basis of interventions to balance the contradictions (or paradoxical nature) of defense mechanisms. These constructs manifest in three dimensions of the workplace: among leaders, within groups, and in the organization itself. In the leadership dimension a new concept, the paradox of authority, to describe the tension between internal pulls and external roles that both support and undermine leadership, is introduced. It is shown how psychoanalytic theory can help to comprehend the power relationships embedded in implicit structures and their effects on organizational change.
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Book chapters on the topic "Leaders´ Implicit Followership Theories"

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Shondrick, Sara J., and Robert G. Lord. "Implicit Leadership and Followership Theories: Dynamic Structures for Leadership Perceptions, Memory, Leader-Follower Processes." In International Review of Industrial and Organizational Psychology 2010 Volume 25, 1–33. Oxford, UK: Wiley-Blackwell, 2010. http://dx.doi.org/10.1002/9780470661628.ch1.

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Walczak, Steven. "First-Time Leaders and Implicit Leadership Theory." In Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders, 109–31. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7592-5.ch007.

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First-time leaders may find themselves thrust into very stressful situations for their teams and organizations at large. First-time leaders in corporations, the classroom, sports, the military, and politics should understand how stress changes the way followers perceive their leader and the ideal traits for a leader through changing leadership prototype schemas. Implicit leadership theories, social information processing, and cognitive psychology suggest that stress can influence the activation of schema. Changing leadership prototype schemas of followers may affect subsequent productivity and efficiency. This chapter examines if leadership prototype schemas change under stress and recommends ways first-time leaders can respond to these changing schemas, including how female first-time leaders who are often initially perceived as more sensitive leaders can utilize changing perceptions and ideal leader prototypes under stressful conditions.
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Coleman, Howard V., and Jeremy Dickerson. "School-Level Strategic Technology Leadership in K-12 Education." In Encyclopedia of Strategic Leadership and Management, 1471–81. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1049-9.ch102.

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A significant need in K-12 education is the development of active, school-level technology leaders. The majority of principals and assistant principals receive limited learning experiences to become the effective technology leaders in their schools. This chapter will present an overview of the evolution of strategic educational leadership from traditional leadership theories emphasizing management, operations and processes to systemic, digital driven decision making models through the lens of school level technology leadership. Theories on establishing a technological vision and gaining followership among all stakeholders to ensure the effective implementation of strategies will be discussed. Strategic technology leadership in education is operationally defined as: 1) integrating technology in planning, management and decision making; 2) using technology to link district and school initiatives to learning content areas; 3) using technology to support and meet the needs of all learners; and 4) using technology as the key means for providing high quality professional development for all educators (NEIRTEC, 2002).
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Salinitri, Geri. "LEADing From Behind." In Advances in Educational Marketing, Administration, and Leadership, 405–22. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-2430-5.ch021.

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In this chapter, implicit leadership theories are addressed and discussed in the role of a classroom teacher. Teacher Education programs explore the theories and programs like L.E.A.D. that is experiential and takes that theory to practice. Highlighted are the instructional leaders' styles of transformational, influential, distributive with a focus on servant leadership that models the role that works within classrooms, especially those with in-risk youth. Teachers can be change agents in this climate of social justice and inclusion.
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