Does the Congruence Between Leaders’ Implicit Followership Theories and Their Perceptions of Actual Followers Matter?

Goswami, Ashita; Park, Hyung In; Beehr, Terry A.

doi:10.1007/s10869-019-09638-7

Cited by 24 publications

(23 citation statements)

References 55 publications

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“…Indeed, the seminal study that launched ILTs research (Eden & Leviatan, 1975) demonstrated that the schema structure of ILTs is identical when individuals assess typical leaders or their specific leaders. Moreover, corroborating evidence from more contemporary research on implicit followership theories has found similar results (e.g., Duong, 2012; Goswami et al, 2020). Finally, Study 5 results (see below) show that followers' assessment of their leaders on ITLEs have the same factor structure as ITLEs assessments of typical leaders (Studies 3 and 4).…”

Section: Study 5: Itles Leader Gender and Leadership Perceptionssupporting

confidence: 84%

The emotional leader: Implicit theories of leadership emotions and leadership perceptions

Knippenberg

2021

J Organ Behavior

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Summary Implicit theories of leadership emotions (ITLEs) are individuals' schemas about emotional traits and behaviors characterizing leaders. We investigate the specific emotional content and structure of ITLEs. Five studies involving 1286 participants provide evidence for content, convergent, discriminant, criterion, and incremental validity, and internal consistency of the ITLEs instrument. ITLEs are represented by a first‐order structure (Cheer, Calm, Pride, Anger, Fear, and Remorse), and a second‐order structure (Positive and Negative ITLEs). Results revealed that female leaders elicited lower ratings on the Anger, Fear, and Remorse prototypes and higher ratings on the Cheer (but not Pride and Calm) prototype. Moreover, the relationship between ITLEs prototypes and leadership perceptions were moderated by management level, such that the relationship was significant only for high level leaders but not low level leaders. Moderated mediation results indicated that leadership perceptions of high level (but not low level) women leaders, as compared with men leaders, are more positive because they elicited lower ratings on the ITLEs prototypes of Anger and Fear and higher ratings on the ITLEs prototype of Cheer. We discuss the theoretical and practical implications of ITLEs and offer future directions for this budding construct that is often implicated in leadership discourse but rarely studied explicitly.

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Section: Study 5: Itles Leader Gender and Leadership Perceptionssupporting

confidence: 84%

The emotional leader: Implicit theories of leadership emotions and leadership perceptions

Knippenberg

2021

J Organ Behavior

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“…The higher the congruence between actual and ideal (positive) follower characteristics and behavior, the more positively leaders will evaluate an actual follower; the higher the congruence between actual and counter-ideal (negative), the more negatively leaders will evaluate an actual follower (Shondrick & Lord, 2010). Empirical studies support this notion by showing that leaders’ rating of followers’ in-role and extra-role performance was higher the more these actual followers fit the leaders’ ideal IFTs, and lower the more followers fit their counter-ideal IFTs (Goswami et al, 2019; Junker et al, 2016). Leaders’ own behavior toward followers is proposed to mediate this relationship (Goswami et al, 2019; Whiteley et al, 2012).…”

Section: A Followership Perspective On Culture and Pwbmentioning

confidence: 93%

“…Empirical studies support this notion by showing that leaders’ rating of followers’ in-role and extra-role performance was higher the more these actual followers fit the leaders’ ideal IFTs, and lower the more followers fit their counter-ideal IFTs (Goswami et al, 2019; Junker et al, 2016). Leaders’ own behavior toward followers is proposed to mediate this relationship (Goswami et al, 2019; Whiteley et al, 2012). For example, Goswami et al (2019) show that when followers fit leaders’ ideal IFTs, leaders grant their followers higher levels of LMX, which results in more leader trust and support for followers and thus positively contributes to their performance.…”

Section: A Followership Perspective On Culture and Pwbmentioning

confidence: 93%

“…Leaders’ own behavior toward followers is proposed to mediate this relationship (Goswami et al, 2019; Whiteley et al, 2012). For example, Goswami et al (2019) show that when followers fit leaders’ ideal IFTs, leaders grant their followers higher levels of LMX, which results in more leader trust and support for followers and thus positively contributes to their performance. When followers fit leaders’ counter-ideal IFTs, leaders are more likely to behave in unfavorable or abusive ways toward followers, which negatively relates to followers’ performance.…”

Section: A Followership Perspective On Culture and Pwbmentioning

confidence: 99%

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Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective

Urbach

Hartog²,

Fay

et al. 2020

Organizational Psychology Review

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The objective of this conceptual article is to illustrate how differences in societal culture may affect employees’ proactive work behaviors (PWBs) and to develop a research agenda to guide future research on cross-cultural differences in PWBs. We propose that the societal cultural dimensions of power distance, individualism–collectivism, future orientation, and uncertainty avoidance shape individuals’ implicit followership theories (IFTs). We discuss how these cross-cultural differences in individuals’ IFTs relate to differences in the mean-level of PWB individuals show ( whether), in the motivational states driving individuals’ PWBs ( why), in the way individuals’ enact PWBs ( how), and in the evaluation of PWBs by others ( at what cost). We recommend how future research can extend this theorizing and unpack the proposed cross-cultural differences in PWBs, for example, by exploring how culture and other contextual variables interact to affect PWBs.

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“…Implicit followership theories (IFTs) are defined as the cognitive structure (schema) of followers in the minds of individuals (leaders or followers) and the view of the traits and behaviours of followers (Carsten et al, 2010;Sy, 2010). Studies on IFTs have changed from leader-centred implicit leadership theories to follower-centred IFTs (Alipour et al, 2017;Foti et al, 2017;Goswami et al, 2019;Junker and Dick, 2014;Kong, 2016;Mohammadzadeh et al, 2015;Peng and Wang, 2018;Sy, 2010;Yip, 2013). Meindl (1995) was among the first to put forward the "reverse the lens" because research on leadership theory exaggerates the role of the leader effect and ignores the role of followers.…”

Section: Introductionmentioning

confidence: 99%

Implicit followership theories from the perspective of followers

Yang

Shi

Zhang

et al. 2020

LODJ

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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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Does the Congruence Between Leaders’ Implicit Followership Theories and Their Perceptions of Actual Followers Matter?

Cited by 24 publications

References 55 publications

The emotional leader: Implicit theories of leadership emotions and leadership perceptions

The emotional leader: Implicit theories of leadership emotions and leadership perceptions

Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective

Implicit followership theories from the perspective of followers

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