Followers' Personality and the Perception of Transformational Leadership: Further Evidence for the Similarity Hypothesis

Abstract

. (2010) 'Followers' personality and the perception of transformational leadership :further evidence for the similarity hypothesis.', British journal of management., 21 (2). pp. 393-410. Further information on publisher's website:http://dx.doi.org/10.1111/j. 1467-8551.2009.00649.x Publisher's copyright statement:The denitive version is available at www.interscience.wiley.com Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. University of PortsmouthIn press: British Journal of Management Correspondance should be addressed to Jörg Felfe, University of Siegen, 57068 Siegen, Germany. Email: j.felfe@zedat.fu-berlin.de. Authors' note:The authors would like to thank the editor as well as the anonymous reviewers for their helpful comments on a prior version of this manuscript. The authors would like to thank Susan Bradley for her help in editing this manuscript. Personality and leadership 2Followers" personality and the perception of transformational leadership:Further evidence for the similarity hypothesis AbstractManagers and supervisor are thought to affect their followers" attitudes and behaviour. Within leadership research, behaviour of leaders and managers is usually considered as the independent variable whilst followers" reactions are considered the dependent variable. In this study, we reverse this order and investigate the degree to which the evaluation of leadership is a result of followers" perceptions and attributions. In order to corroborate and extend previous experimental research, a field study was conducted to analyse the influence of followers" personality and perceived leader personality on followers" perception of leadership within an organisational setting. The results provide further evidence that followers" personality influences the perception of transformational leadership and commitment to the supervisor. Moreover, the perception of leaders" personality was related to the perception of leadership and commitment to the supervisor. The finding that the perception of supervisors" personality mediates both the relationship between followers" personality and the perception of leadership and commitment provides support for the similarity hypothesis. Results are discussed in the light of feedback and leader development.

Investigating occupational well-being and leadership from a person-centred longitudinal approach: congruence of well-being and perceived leadership

“…The CONGRUENCE OF WELL-BEING AND LEADERSHIP 8 follower-centric line of research considers the followers' mind-set as a starting point for the evaluation and acceptance of a leader and addresses the characteristics of followers in explaining follower reactions (e.g. Felfe & Schyns, 2010;Howell & Shamir, 2005). …”

Uncovering the role of emotional abilities in leadership emergence. A longitudinal analysis of leadership networks

“…As noted by George (2000), "the study of emotional intelligence and leadership would benefit from the consideration of emotional intelligence in followers and its effects on the leadership process". Her call echoes ongoing research on the active role of followers' personalities in shaping their leadership perceptions (Felfe and Schyns, 2010). Therefore, future research investigating if followers' EI have a direct impact on the construction of leadership would therefore make an important contribution to our overall understanding of the relation between EI and leadership emergence.…”

Supervisors’ Transformational Leadership: Personality and Management Practices as Antecedents

“…Другие исследова-тели, напротив, выявили, что чаще склон-ны считать своих руководителей «транс-формационными» люди с более высокими показателями самоэффективности [Felfe, Schyns, 2002], экстраверсии и сознатель-ности (conscientiousness) [Felfe, Schyns, 2006;Schyns, Sanders, 2007]; более зре-лые подчиненные (с более высоким стажем и уровнем образования) [Vecchio, Boatwright, 2002]; стремящиеся к независи-мости, к участию в принятии решений, инициативные, склонные к критическому мышлению [Dvir, Shamir, 2003], облада-ющие автономной мотивацией [Bo no, Judge, 2004]. Позитивные личностные качества подчиненных также нередко указываются в качестве переменных-модераторов, уси-ливающих восприимчивость к трансформа-ционному лидеру, т. е. связь между транс-формационным лидерством и позитив-ными результатами [Felfe, Schyns, 2010;Yahaya, Ebrahim, 2016]. Отметим, что вы-сокая значимость индивидуально-личност-ных характеристик подчиненных в оцен-ках трансформационности лидера, по сути, подрывает идею трансформационного ли-дерства как реально существующего фено-мена, обнаруживая его исключительно пер-цепционный характер.…”

“…Эти весьма немногочисленные работы (см., напр. : [Felfe, Schyns, 2010;Stelmokienė, Endriulaitienė, 2015]) представляют подход к изучению лидерства с точки зрения под-чиненных (follower-centric approach -F-CA). Этот подход основывается на том, что управленческий процесс -двусторон-нее взаимодействие, и эффективность ру-ководителя во многом определяется тем, как его воспринимают подчиненные [UhlBien et al, 2014].…”