This article reviews empirical research on the role of follower self-conception in leadership effectiveness, and specifies an agenda for future research in this area. The review shows that several aspects of follower selfconception (i.e., self-construal, self-efficacy, self-esteem, and self-consistency) may be affected by leadership, and may mediate the effects of leadership on follower behavior. There also is consistent evidence that follower selfconstrual moderates the impact of leadership on follower attitudes and behavior. Two key themes for future research are defined. First, future research should focus on the development of theory about the role of relational self-construal in the leadership process. Second, it seems particularly valuable to develop theory about the interplay of different aspects of follower self-conception in leadership effectiveness, including the interactive effects of these aspects of self. Working backwards from these theoretical models of follower self-conception, specific leader behavior relevant to these aspects of self should then be identified.

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Three experimental studies were conducted to examine two alternative explanations for the widely established positive eect of social identi®cation in promoting cooperation in social dilemmas. We hypothesised that social identi®cation eects could be either ascribed to (1) an increase in the value assigned to the collective good (i.e. goaltransformation hypothesis) or (2) an enhancement of trust in the cooperation of other group members (i.e. goal-ampli®cation hypothesis). To disentangle these two explanations, we examined the eects of social identi®cation on the contributions to a public good of people with a dierent social value orientation (i.e. pre-existing dierences in preferred outcome distribution between self and others). Following the goal transformation hypothesis, we predicted that an increased group identi®cation would raise contributions, in particular for people essentially concerned with their personal welfare (i.e. pro-self value orientation). Alternatively, following the goal ampli®cation hypothesis it was expected that increased group identi®cation would primarily aect decisions of people concerned with the collective welfare (i.e. prosocial value orientation). The results of all three studies provided support for the goal-transformation rather than goal-ampli®cation hypothesis, suggesting that`sel®sh' individuals can be encouraged to cooperate by increasing the salience of their group membership.

The present research examined the effect of leaders' procedural fairness and perceived charisma on an important organizational process: cooperation. Both charisma and procedural fairness were predicted to have a positive effect on cooperation, and procedural fairness and charisma were predicted to interact such that their effects are stronger alone than in conjunction. Results from a scenario experiment, a cross-sectional survey, and a laboratory experiment supported these predictions. Results from the laboratory study also showed that the interactive effect of leader charisma and procedural fairness on cooperation was mediated by their interactive effect on the sense of group belongingness. It is concluded that leader charisma and procedural fairness may engender cooperation because they appeal to relational concerns.

Despite evidence that anterior cingulate cortex (ACC) activity is related to social exclusion, rejection and unfairness, evidence that medial frontal negativity (MFN), which has its source in the ACC, reflects these constructs remains unforthcoming. In the present study, subjects participated as recipients in an ultimatum game, while we recorded their electro-encephalogram (EEG). Participants responded to fair and unfair offers from different human proposers. In addition, participants rated themselves on a measure evaluating their concern for fairness. Results showed that MFN amplitude was more pronounced for unfair offers compared to fair offers. Moreover, this effect was shown to be most pronounced for subjects with high concerns for fairness. Our findings suggest that the MFN not only reflects whether outcomes match expectations, but also reflects whether the process by which these outcomes came about matches a social or even a moral norm. In addition, the present results suggest that people in bargaining situations are not only concerned with their own outcomes, but are also concerned with the fairness of the process that resulted in these outcomes.