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

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Published: 2 July 2021

Last updated: 3 February 2022

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1

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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2

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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7

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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8

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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9

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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10

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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11

Kong, Ming, Haoying Xu, Aiqin Zhou, and Yue Yuan. "Implicit followership theory to employee creativity: The roles of leader–member exchange, self-efficacy and intrinsic motivation." Journal of Management & Organization 25, no. 1 (July 10, 2017): 81–95. http://dx.doi.org/10.1017/jmo.2017.18.

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AbstractLeaders’ implicit followership theory describes leaders’ personal assumptions about the traits and behaviors that characterize followers. Unlike traditional organizational behavior research, studies on leaders’ implicit followership theory can deepen our understandings of ‘how leaders and followers perceive, decide and take action’ from follower-centric perspective. Adopting 267 follower–leader dyads from 16 Chinese enterprises as our final sample, we found that: (1) positive leaders’ implicit followership theory had significant positive effect on followers’ creativity; (2) followers’ leader–member exchange with leader, intrinsic motivation and creative self-efficacy mediated the positive relationship between positive leaders’ implicit followership theory and followers’ creativity; (3) no significance difference was found between the mediating effects of leader–member exchange, intrinsic motivation and creative self-efficacy. The current study not only extended the application of social cognitive theory in leadership research, but also made contributions to the enrichment of social exchange theory and componential theory of creativity.

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12

Kedharnath, Umamaheswari, Patrick Coyle, and Yashna Shah. "Negative Implicit Followership Theories and Abusive Supervision." Academy of Management Proceedings 2018, no. 1 (August 2018): 10757. http://dx.doi.org/10.5465/ambpp.2018.10757abstract.

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13

Guo, Shulan. "The Review of the Implicit Followership Theories (IFTs)." Psychology 09, no. 04 (2018): 623–32. http://dx.doi.org/10.4236/psych.2018.94039.

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14

Kong, Ming, Peng Gao, and Li Yang. "How Does Implicit Followership Theories influence Employee’s Creativity?" Academy of Management Proceedings 2016, no. 1 (January 2016): 10127. http://dx.doi.org/10.5465/ambpp.2016.10127abstract.

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15

Goswami, Ashita, Melissa Carsten, and Patrick Coyle. "Antecedents to Implicit Followership Theories: Past Experiences & Personalities." Academy of Management Proceedings 2017, no. 1 (August 2017): 13197. http://dx.doi.org/10.5465/ambpp.2017.13197abstract.

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16

Kruse, Elliott T., Thomas Sy, and Susanna Tram. "Implicit Theories of Followership Bridge Personality and Transformational Leadership." Academy of Management Proceedings 2012, no. 1 (July 2012): 15418. http://dx.doi.org/10.5465/ambpp.2012.15418abstract.

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17

Gao, Peng, and Weiku Wu. "Effect of leaders’ implicit followership theory on subordinates’ career success." Social Behavior and Personality: an international journal 47, no. 5 (May 7, 2019): 1–14. http://dx.doi.org/10.2224/sbp.7180.

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We explored the relationship between positive leaders’ implicit followership theory (LIFT) and employees’ career success using cognitive information processing theory and social exchange theory. Data were obtained from 296 employees and their immediate superiors at 12 large Chinese enterprises. Results showed that positive LIFT had a significantly positive effect on employees’ career success, that this positive relationship was partially mediated by leader–member exchange and perceived organizational support, and that leaders’ liking for their followers moderated the relationship between positive LIFT and leader–member exchange/perceived organizational support. We have not only extended the application of cognitive theory in leadership research, but also enriched the content of social exchange theory.

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Van Der Schaft, Annemiek, Omar Solinger, Riku Ruotsalainen, W. Van Olffen, Xander Lub, and Beatrice Van Der Heijden. "The Development of Implicit Followership Theories in Organizational Change Processes." Academy of Management Proceedings 2020, no. 1 (August 2020): 16998. http://dx.doi.org/10.5465/ambpp.2020.16998abstract.

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Foti, Roseanne, Tiffany Keller Hansbrough, Olga Epitropaki, and Patrick Coyle. "Special issue: Dynamic viewpoints on Implicit Leadership and Followership Theories." Leadership Quarterly 25, no. 2 (April 2014): 411–12. http://dx.doi.org/10.1016/j.leaqua.2014.02.004.

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20

Junker, Nina Mareen, and Rolf van Dick. "Implicit theories in organizational settings: A systematic review and research agenda of implicit leadership and followership theories." Leadership Quarterly 25, no. 6 (December 2014): 1154–73. http://dx.doi.org/10.1016/j.leaqua.2014.09.002.

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21

Riggio, Ronald E. "Implicit Followership Theories and People’s Dispositions as Drivers of Leadership Effectiveness." Academy of Management Proceedings 2015, no. 1 (January 2015): 11698. http://dx.doi.org/10.5465/ambpp.2015.11698symposium.

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22

Kenney, Robert A., Jim Blascovich, and Phillip R. Shaver. "Implicit Leadership Theories: Prototypes for New Leaders." Basic and Applied Social Psychology 15, no. 4 (December 1994): 409–37. http://dx.doi.org/10.1207/s15324834basp1504_2.

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23

Bligh, Michelle C., and Jeffrey C. Kohles. "From Radical to Mainstream?" Zeitschrift für Psychologie 220, no. 4 (January 2012): 205–9. http://dx.doi.org/10.1027/2151-2604/a000122.

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While the prevalent approach in leadership studies has focused on the leader figure, a growing number of studies challenge the implicit assumption that leaders are always singularly most central and critical to the leadership process. In this article, we review the development of follower-centered approaches that challenge the study of leadership without a concomitant emphasis on the importance of followership. From its roots as a critical challenge to the “mainstream” leadership tradition, the study of followership has helped to sharpen the focus of both leader and follower roles. Follower-centered approaches deepen almost any leader-centric analysis, for when the view is shifted from leaders to followers, assumptions are challenged, new perspectives are developed, and new questions are raised. Here, we provide an overview of followercentric approaches which either directly or indirectly challenge the study of leadership as primarily the study of leaders.

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24

Braun, Stephan, Nina Junker, Sebastian Stegmann, and Rolf Van Dick. "Age and the Rule of Promotion in Implicit Followership and Leadership Theories." Academy of Management Proceedings 2018, no. 1 (August 2018): 16718. http://dx.doi.org/10.5465/ambpp.2018.16718abstract.

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许, 哲铭. "Analysis of Researches on Implicit Followership Theories in Organization and Future Prospects." Advances in Psychology 09, no. 07 (2019): 1260–67. http://dx.doi.org/10.12677/ap.2019.97155.

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26

Hoyt, Crystal L., Scott T. Allison, Agatha Barnowski, and Aliya Sultan. "Lay Theories of Heroism and Leadership." Social Psychology 51, no. 6 (November 2020): 381–95. http://dx.doi.org/10.1027/1864-9335/a000422.

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Abstract. Whereas leadership is generally perceived as a masculine enterprise, heroism research suggests that people view heroes as similarly masculine, but having more feminine traits. We predicted that heroes will be evaluated higher than leaders in communion but not differ in agency. In Study 1, heroes were perceived to have higher communion and similarly high agency as leaders. In Studies 2 and 3, we replicated these trait ratings focusing on perceptions of typical heroes/leaders (S2) and personal heroes/leaders (S3). In Study 4, we showed that the greater level of communion associated with heroes is independent of their gender. In Study 5, using an implicit association test, we showed there is a stronger implicit association of communion with heroes than leaders.

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Yuan, Chen-Chen, and Shih-Hui Lo. "Relationship Among Team Temporal Leadership, Competency, Followership, and Performance in Taiwanese Pharmaceutical Industry Leaders and Employees." Journal of Career Development 45, no. 3 (November 30, 2016): 227–38. http://dx.doi.org/10.1177/0894845316680087.

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The relationship between team temporal leadership and performance has attracted the attention of both academics and practitioners. Theories and studies of team temporal leadership have generally focused on Western teams, and there is a noticeable dearth of empirical verifications focusing on Taiwanese sales marketing teams and the relationship between team temporal leadership and performance in Taiwanese pharmaceutical companies. However, Taiwan has a unique pharmaceutical sales marketing model involving diversified competency, apprenticeship, teamwork, and time management. Thus, this study examined the relationship among team temporal leadership, competency, followership, and performance using linear structured equation modeling. Results from the 360 leader–employee dyads of the sales marketing team revealed that team temporal leadership, competency, and followership are positively related to performance and that team temporal leadership is positively related to competency and followership. According to the results of the research, suggestions for future-related studies are proposed.

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Johnson, Bonnie J. "Planners as leaders: finding their comfort zone." International Journal of Public Leadership 14, no. 3 (August 13, 2018): 155–78. http://dx.doi.org/10.1108/ijpl-04-2018-0022.

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Purpose Planners are expected to leave leadership to elected officials. Yet, they are often asked to do more. Should planners lead? The purpose of this paper is to examine how leadership is seen in the profession and then outline major theories of leadership and planning. Design/methodology/approach Using content analysis, the major theories of planning and descriptions of what planners do from professional planning organizations’ codes of ethics from around the world are compared. Findings Results indicate that new ways of thinking about leadership (Group leadership, Servant, Adaptive, Authentic and Followership) can help planners find leadership styles that fit their comfort zones better than old leadership definitions emphasizing heroic individuals. Originality/value Existing literature regarding leadership in planning indicates that planners must run for office if they are to lead. This examination of planners’ codes of ethics and newer theories of leadership indicates they can be leaders and operate well within current ethical boundaries.

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Foti, Roseanne J., Tiffany Keller Hansbrough, Olga Epitropaki, and Patrick T. Coyle. "Dynamic viewpoints on implicit leadership and followership theories: Approaches, findings, and future directions." Leadership Quarterly 28, no. 2 (April 2017): 261–67. http://dx.doi.org/10.1016/j.leaqua.2017.02.004.

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Kong, Ming, Xiaojun Qian, Kaiping Peng, and Jun Liu. "Mr. Right & Superman: Effect of Implicit Followership Theories on Employee's Career Success." Academy of Management Proceedings 2015, no. 1 (January 2015): 13345. http://dx.doi.org/10.5465/ambpp.2015.13345abstract.

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Derler, Andrea, and Jürgen Weibler. "The ideal employee: context and leaders’ implicit follower theories." Leadership & Organization Development Journal 35, no. 5 (July 1, 2014): 386–409. http://dx.doi.org/10.1108/lodj-12-2012-0158.

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Purpose – The purpose of this paper is to investigate the relationship between leaders’ work context and their prototypical implicit follower theories (pIFT). The authors assume a dual structure of pIFT and argue that leader preferences for certain employee traits and behaviours are influenced by their perception of the prevailing market conditions and organizational coordination mechanisms. Design/methodology/approach – This study was conducted via an online-questionnaire with 182 US leaders from different industries. It surveyed leader's preferences for abstract and specific employee traits and behaviours, as well as their perceptions of the explorative and exploitative elements in their work context. To test for associations of corresponding variables representing leaders’ context and their employee prototype, data analysis was performed via multiple linear regression analysis. Findings – The paper provides evidence for associations between leaders’ pIFT and their work context. The data suggest that leaders who perceive their organizational work environment as formalized consider Enthusiasm (p=0.003) and the pursuit of exploitative activities (p=0.023) as important employee characteristics, and those who experience the market conditions as dynamic show a preference for Good Citizenship behaviours (p=0.027) and the search for explorative activities (p=0.034). In terms of control variables the authors found that more mature leaders favour both exploration and exploitation in employees, while managers of larger teams emphasize exploitation in their pIFT. Research limitations/implications – The study was conducted with leaders in the USA; results are cross-sectional and representative for for-profit organizations. Potential limitations arise from a lack of generalizability of the results to others forms of organizations, cultures and work settings. Practical implications – The paper provides the outline of an “ideal employee profile” for the leaders in the sample and describes potential implications of pIFT for organizational strategy relating to personnel-related decisions. Originality/value – This study provides the first empirical link between leaders’ ideal employee image and work context, and enables a deeper understanding of the structure and content of pIFT.

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Li, Haoran, Zhenzhi Zhao, Ralf Müller, and Jingting Shao. "Exploring the relationship between leadership and followership of Chinese project managers." International Journal of Managing Projects in Business 13, no. 3 (December 20, 2019): 616–47. http://dx.doi.org/10.1108/ijmpb-02-2019-0042.

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Purpose Followership is the free will recognition of leadership in the commitment toward realization of the collectively adopted organization vision and culture. The purpose of this paper is to identify the relationship between project managers’ leadership and their followership. Most project managers are both leaders and followers at the same time, but research typically investigates only their leadership. This ignores followership as an important aspect in understanding and predicting behavior, and further in the selection of project managers. Design/methodology/approach The method used for this paper is the explanatory in nature and a deductive approach, within which the above research hypothesis is tested through quantitative techniques. Data are collected through a nation-wide survey in China. Data analysis was done through factor analysis, canonical correlation analysis and multiple regression analysis. Findings The results show that transformational leadership is positively correlated with transformational followership and transactional followership, and that transactional leadership is negatively correlated with transactional followership. Research limitations/implications The paper supports a deeper investigation into leadership and followership theories. A model for both leadership and followership is developed. The findings from this paper will guide organizations to choose the project managers. Originality/value The originality lies in the new way to examine the relationship between leadership and followership. It is the first study on the relationship of project managers. Its value is new insights, which introduced a new perspective to understand leadership and followership.

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Frost, Dean E. "Development Of Implicit Leadership Theories Prior To Training Or Employment." Journal of Applied Business Research (JABR) 32, no. 2 (March 1, 2016): 555. http://dx.doi.org/10.19030/jabr.v32i2.9596.

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This empirical study explored the development of implicit leadership theories among 16 to 18 year-old students in secondary schools prior to any formal leadership training or full-time employment. Students from governance, athletics, clubs, performance groups, and part-time work groups completed interviews and questionnaires. Adult leaders of activity groups also completed questionnaires. Results were analyzed by activity and role (e.g., student leader, student group member, and adult supervisor) for three separate dependent variables: Adult Leaders, Leaders in General, and Student Leaders. Results show that adolescents categorize leader behavior into similar constructs that have been previously established by research with adult samples experienced in organizational life. Experience in groups but not necessarily as a leader contributes to developing implicit leadership theories and type of activity guides such leadership attributions. Gender differences in the expectations for leaders were found and support the existence of early socialization into gender-specific leadership role stereotypes.

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Thompson, Per-Magnus Moe, Lars Glasø, and Stig Berge Matthiesen. "The way I see you. Implicit followership theories explored through the lens of attachment." Psychologist-Manager Journal 21, no. 2 (May 2018): 85–105. http://dx.doi.org/10.1037/mgr0000069.

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Braun, Stephan, Sebastian Stegmann, Alina S. Hernandez Bark, Nina M. Junker, and Rolf van Dick. "Think manager-think male, think follower-think female: Gender bias in implicit followership theories." Journal of Applied Social Psychology 47, no. 7 (April 25, 2017): 377–88. http://dx.doi.org/10.1111/jasp.12445.

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Wang, Lei, Yuxin Wu, Chang Liu, and Yuming Wan. "Leaders' positive and implicit followership theory and team creativity in a university scientific research team." Social Behavior and Personality: an international journal 49, no. 4 (April 7, 2021): 1–14. http://dx.doi.org/10.2224/sbp.9903.

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The promotion of team creativity has recently become a focus in leadership research. From the perspectives of the input–process–output model and social cognitive theory, we explored leaders' positive and implicit followership theory (LPIFT) and examined team creativity, with 417 paired postgraduate and supervisor participants from a university scientific research team. Results show that LPIFT had a significant positive impact on team creativity, and that team trust (cognitive and emotional) mediated this relationship. Further, team empowerment climate positively moderated both the relationship between LPIFT and team trust (cognitive and emotional) and the mediating role of team trust (cognitive and emotional). Theoretical and practical implications are discussed.

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Epitropaki, Olga, Thomas Sy, Robin Martin, Susanna Tram-Quon, and Anna Topakas. "Implicit Leadership and Followership Theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings." Leadership Quarterly 24, no. 6 (December 2013): 858–81. http://dx.doi.org/10.1016/j.leaqua.2013.10.005.

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Konrad, Edvard. "Implicit leadership theories in Eastern and Western Europe." Social Science Information 39, no. 2 (June 2000): 335–47. http://dx.doi.org/10.1177/053901800039002010.

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Modern theories of leadership emphasize cognitive interaction between leaders and followers. Experience shows that the right personality, the correct behaviour or an appropriate situation for leading are not enough; successful leader performance depends to a large extent on how the leader is accepted by his or her followers. That is why the study of implicit leadership theories that determine these perceptions is important. Implicit leadership theories can be considered as cognitive schemata or prototypes that enable a person to categorize the behaviour of the leader. In the present study, the implicit theories of Eastern and Western middle managers are compared. Results show similarities and differences in the prototypicality rating of 21 leadership behaviours perceived by Eastern and Western managers. Possible influences of cultural differences due to the different historical development of these regions are indicated. The implications of the results for selection and development of leaders are discussed.

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McKimm, Judy, Claire Vogan, and Hester Mannion. "Implicit leadership theories and followership informs understanding of doctors’ professional identity formation: A new model." Asia Pacific Scholar 2, no. 2 (May 2, 2017): 18–23. http://dx.doi.org/10.29060/taps.2017-2-2/oa1022.

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40

Kenney, Robert A., Beth M. Schwartz-Kenney, and Jim Blascovich. "Implicit Leadership Theories: Defining Leaders Described as Worthy of Influence." Personality and Social Psychology Bulletin 22, no. 11 (November 1996): 1128–43. http://dx.doi.org/10.1177/01461672962211004.

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41

Sy, Thomas. "What do you think of followers? Examining the content, structure, and consequences of implicit followership theories." Organizational Behavior and Human Decision Processes 113, no. 2 (November 2010): 73–84. http://dx.doi.org/10.1016/j.obhdp.2010.06.001.

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42

Grant, Jill L., Amanda Taylor, and Christina Wheeler. "Planners' perceptions of the influence of leadership on coordinating plans." Environment and Planning C: Politics and Space 36, no. 4 (July 17, 2017): 669–88. http://dx.doi.org/10.1177/2399654417720798.

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Based on interviews with 92 planners in five Canadian city-regions, we explore planners' perceptions of the ways that leadership affects their ability to coordinate land-use planning activities in the context of sometimes divergent or conflicting priorities and policies. Practitioners describe conditions where transformational leadership – with organizational leaders building followership around values set by political leaders – has become common, and planners have often settled into managerial roles as agent of municipal councils. Planners identify two other roles they may play: as facilitator of communication and collaboration, and as leader for smart growth strategies. The evidence suggests that planners align their role expectations not only with preferred theories in the discipline, but also with the leadership regimes they encounter.

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Wilson, Josh, Malcolm North, Duston Morris, and Rhonda McClellan. "Rethinking Implicit Leadership Theories: Tomorrow's Leaders are Collective, Generative, and Adaptive." Journal of Leadership Studies 14, no. 3 (November 2020): 24–32. http://dx.doi.org/10.1002/jls.21707.

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Alipour, Kent K., Susan Mohammed, and Patricia N. Martinez. "Incorporating temporality into implicit leadership and followership theories: Exploring inconsistencies between time-based expectations and actual behaviors." Leadership Quarterly 28, no. 2 (April 2017): 300–316. http://dx.doi.org/10.1016/j.leaqua.2016.11.006.

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Stegmann, Sebastian, Stephan Braun, Nina Junker, and Rolf Dick. "Getting older and living up to implicit followership theories: Implications for employee psychological health and job attitudes." Journal of Applied Social Psychology 50, no. 2 (January 24, 2020): 65–81. http://dx.doi.org/10.1111/jasp.12636.

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Liang, Wei, Tingyi Li, Li Lu, Jaehyoung Kim, and Sanggyun Na. "Influence of Implicit Followership Cognitive Differences on Innovation Behavior: An Empirical Analysis in China." Sustainability 12, no. 12 (June 17, 2020): 4940. http://dx.doi.org/10.3390/su12124940.

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The innovation behavior (IB) of followers is vital for individuals and organizations. It is not only an important part of individual performance but also an essential foundation of organizational innovation. In general, understanding the formation mechanism of followers’ IB could enhance organizational innovation performance and sustainable competitiveness. The innovation of this study includes the following points. First, in the previous research on the antecedent variables of the IB of followers, the key factor of implicit follow cognitive difference (IFCD) was not examined. We add this key factor to the independent variables of our formation mechanism. Second, in the relationship between IFCD and followers’ IB, we investigate the mediating role of psychological empowerment (PE) and the moderating role of person-organization Fit (P-O Fit), further shown as a mediation model with moderating variables. Third, this study adopts a longitudinal research design, and the data were obtained from 1:1 matched leaders and their followers of large and medium-sized enterprises in China. To avoid deviation in the homologous method, this study gathers data at three-month intervals to ensure that leadership’s influence on followers is effective. In this study, Amos 24.0 and SPSS 24.0 are used for empirical research. The results show IFCD has a negative effect on the IB of followers; PE has a partial mediating effect on the relationship between IFCD and IB of followers; P-O Fit plays a positive regulatory role in the relationship between IFCD and PE, and P-O Fit moderates the mediating effect of PE on the relationship between IFCD and IB. Based on our empirical research, we put forward some feasible suggestions for company managers to increase sustainability in market competition by promoting the formation of the IB of followers.

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Busby, Joshua W., and Johannes Urpelainen. "Following the Leaders? How to Restore Progress in Global Climate Governance." Global Environmental Politics 20, no. 4 (November 2020): 99–121. http://dx.doi.org/10.1162/glep_a_00562.

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The Paris Agreement is in trouble. Here we assess the potential for climate leaders to bring the global climate regime back on track by developing a strategic understanding of followership. In other words, leaders need to know how to encourage other actors to follow them. We develop a typology of follower types—Enthusiasts, Pliables, Reluctants, and Hard Nuts—distinguished based on motivation and capacity. We identify the scope for a participation cascade based on the distribution of follower types. We argue that achieving a participation cascade may be more likely if leaders appreciate three insights from theories of collective action. First, break down the climate mitigation problem into smaller, more manageable challenges, such as sectoral approaches. Second, prioritize major emitters and areas with high mitigation potential and politically feasible action. Finally, emphasize benefits to potential followers. Together, the strategies can help reduce the number of Hard Nut cases by making the cost/benefit calculus more attractive to prospective followers.

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Ehrhart, Mark G. "Self-Concept, Implicit Leadership Theories, and Follower Preferences for Leadership." Zeitschrift für Psychologie 220, no. 4 (January 2012): 231–40. http://dx.doi.org/10.1027/2151-2604/a000117.

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The purpose of this study was to investigate the factors that shape followers’ initial reactions to leaders. Based on the literature on self-concept and leader categorization theory, it was hypothesized that followers’ self-concepts (specifically their self-esteem and self-construal) would predict their conceptualization of an ideal leader (i.e., their implicit leadership theory, ILT), which would then predict followers’ preferences for specific leadership styles. Using a sample of 206 university students, results indicated that the effects of independent self-construal on charismatic leader preference were partially mediated by the dedication ILT dimension, and the effects of interdependent self-construal were fully mediated by the sensitivity ILT dimension. Additional findings and directions for future research are discussed.

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Peus, Claudia, Susanne Braun, and Dieter Frey. "Despite Leaders’ Good Intentions?" Zeitschrift für Psychologie 220, no. 4 (January 2012): 241–50. http://dx.doi.org/10.1027/2151-2604/a000118.

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This article introduces the concept of adverse leadership. Adverse leadership arises when followers (1) perceive their leader to violate leadership prototypes or to concur with antiprototypes, and (2) attribute this violation to internal stable conditions within the leader (i.e., actor-observer bias), even though (3) the leader had no intention to cause harm. Adverse leadership goes above and beyond earlier leadership concepts because it focuses on (a) the role of followers’ implicit leadership theories and attributions in negative leadership, and on (b) leader behavior that is not intended to be harmful by the leader; it is conceptualized on (c) multiple levels of analysis, and posited to have (d) differential negative and positive effects on outcomes in organizations. Implications for future research and practice are discussed.

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Carnes, Andrew, Jeffery D. Houghton, and Christopher N. Ellison. "What matters most in leader selection? The role of personality and implicit leadership theories." Leadership & Organization Development Journal 36, no. 4 (June 1, 2015): 360–79. http://dx.doi.org/10.1108/lodj-06-2013-0087.

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Purpose – The purpose of this paper is to determine the primary basis upon which raters make decisions in the context of selection for formal leadership positions. Specifically, this paper examines the applicant’s personality, the rater’s personality, and the congruence between the applicant’s personality and the rater’s implicit leadership theories (ILTs) as predictors of interview scores. Design/methodology/approach – The hypotheses were tested via random coefficient modeling analyses using HLM software with the control variables included in Step 1 and the main effects entered in Step 2, and interaction effects in Step 3 as appropriate. Findings – Analyses suggest that both applicant and rater personality impact interview scores, but raters do not appear to select leaders on the basis of their conceptualization of an ideal leader. Research limitations/implications – The results suggest that raters may not consider their own ILTs when attempting to identify future leaders. Given this lack of a natural tendency toward selecting individuals that match one’s perceptions of an ideal leader, future research should focus on adapting current selection methods to leader selection and the development of new selection methods that are more valid. Practical implications – These findings suggest that current staffing practices may not encompass the most effective tools for selecting future leaders of the organization. These results highlight the importance of clarifying the outcome goals of the selection process in advance by giving raters a clear representation of the qualities and ideals that should be present in potential leaders. Originality/value – This study is among the first to examine the relationships between personality and ILTs in the context of a formal leadership selection process and makes a significant contribution to the literature by providing insight into the influence of both rater and applicant personality differences along with rater conceptualizations of ideal leadership in the context of formal leadership selection.

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