Birds of a feather: Leader-follower similarity and procedural fairness effects on cooperation

Cornelis, Ilse; Hiel, Alain Van; Cremer, David De

doi:10.1080/13594321003630055

Cited by 16 publications

(13 citation statements)

References 88 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…A common boundary factor for triggering self‐expansion is the similarity between leaders and followers. From the social influence perspective, leader–follower similarity should moderate the influence of leadership (Cornelis et al, ): the received information will become more valid and believable in the eyes of followers if it is from a similar source (i.e., the demographically similar leader). Moreover, individuals are psychologically attracted by and inclined to maintain positive relationships with similar others (Byrne, ).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Aron et al () further argue that demographic similarity will outweigh the influence of other forms of social similarity on the self‐expansion process because intimate relationships usually start from judgements of biographical information (e.g., demographics; Altman and Taylor, ). Because the received leadership influence will increase in validity and believability in the eyes of followers if it is from a similar source (i.e., the demographically similar leader; Cornelis et al, ), interpersonal demographic similarity will make followers more responsive to the humble behaviours displayed by their leader, and thus magnify the impact of humble leadership.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance

Mao

Chiu

Owens

et al. 2018

J Management Studies

108

104

View full text Add to dashboard Cite

Although the effectiveness of leader humility has been well documented, our understanding of how leader humility influences followers psychologically is limited. Surpassing a mere leader‐centric understanding of the leader influence process by more fully understanding how leadership behavior shapes followers psychologically has been identified as a critical need by leadership scholars. Drawing on self‐expansion theory, we argue that leader humility triggers followers’ self‐expansion and that this psychological change enhances followers’ self‐efficacy, which in turn contributes to followers’ task performance. We also argue that the relationship between leader humility and followers’ self‐expansion is strengthened when leaders and followers are similar in age and gender. Using a time‐lagged research design with responses from 256 leader–follower dyads, we found support for our proposed model. We discuss the theoretical implications for our findings and suggest areas for future research.

show abstract

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance

Mao

Chiu

Owens

et al. 2018

J Management Studies

108

104

View full text Add to dashboard Cite

show abstract

“…individual belongingness needs as well as leader empathy suggest once more that procedural fairness is not a one-sided process, but instead locates itself in the interaction between the authority and the follower (Cornelis, Van Hiel, & De Cremer, 2011).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

When leaders choose to be fair: Follower belongingness needs and leader empathy influences leaders' adherence to procedural fairness rules

Cornelis

Hiel

Cremer

et al. 2013

Journal of Experimental Social Psychology

Self Cite

View full text Add to dashboard Cite

Previous studies on procedural fairness have largely neglected to examine factors that influence leaders' enactment of fairness. The present three studies investigated the combined impact of follower belongingness needs and leader empathy. It was revealed that leaders are more apt to enact fair procedures when followers' belongingness needs are high rather than low. This effect was further moderated by leader empathy, such that highly empathic leaders, either because of individual differences or through situational induction, take followers' belongingness needs more into account. The relevance of these findings for procedural rule adherence and violation as a dependent variable and empathic leadership are discussed.

show abstract

“…Coevolution of various species demonstrates how mimicry of color, movement, and shape provides powerful protection against predators, helps in luring prey (3), and enables parasites to attain cooperative behavior from their hosts (4). Among humans, similarity induces interpersonal attraction (5), affiliation (6), rapport (7), generosity (8), and cooperation (9)(10)(11). Imitation provides the means for learning and coping with social and strategic structures (12)(13)(14)(15)(16)(17), whereas homophilous imitation, the imitation of others who are similar to one's self, generates stable and homogeneous populations (18).…”

mentioning

confidence: 99%

Fusing enacted and expected mimicry generates a winning strategy that promotes the evolution of cooperation

Fischer¹,

Goerg

Levin

et al. 2013

Proc. Natl. Acad. Sci. U.S.A.

View full text Add to dashboard Cite

Although cooperation and trust are essential features for the development of prosperous populations, they also put cooperating individuals at risk for exploitation and abuse. Empirical and theoretical evidence suggests that the solution to the problem resides in the practice of mimicry and imitation, the expectation of opponent's mimicry and the reliance on similarity indices. Here we fuse the principles of enacted and expected mimicry and condition their application on two similarity indices to produce a model of mimicry and relative similarity. Testing the model in computer simulations of behavioral niches, populated with agents that enact various strategies and learning algorithms, shows how mimicry and relative similarity outperforms all the opponent strategies it was tested against, pushes noncooperative opponents toward extinction, and promotes the development of cooperative populations. The proposed model sheds light on the evolution of cooperation and provides a blueprint for intentional induction of cooperation within and among populations. It is suggested that reducing conflict intensities among human populations necessitates (i) instigation of social initiatives that increase the perception of similarity among opponents and (ii) efficient lowering of the similarity threshold of the interaction, the minimal level of similarity that makes cooperation advisable.conflict resolution | prisoner's dilemma | SERS | TFT | WSLS

show abstract

Birds of a feather: Leader-follower similarity and procedural fairness effects on cooperation

Cited by 16 publications

References 88 publications

Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance

Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance

When leaders choose to be fair: Follower belongingness needs and leader empathy influences leaders' adherence to procedural fairness rules

Fusing enacted and expected mimicry generates a winning strategy that promotes the evolution of cooperation

Contact Info

Product

Resources

About