Leaders' conceptions of followers: Implications for naturally occurring Pygmalion effects

Whiteley, Paul; Sy, Thomas; Johnson, Stefanie K.

doi:10.1016/j.leaqua.2012.03.006

Cited by 112 publications

(178 citation statements)

References 80 publications

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“…However, certain factors can influence the ability of the leader to form a relationship with his or her follower. Whiteley et al (2012) concluded from their research that a leader whose positive conception of the traits and behaviors of the followers can enhance the leader-follower relationship, and their finding is congruent with the results of the IFT studies discussed earlier. Schyns, Maslyn, and van Valdhoven (2010) conducted as study that specifically focused on the relation between leader-follower relationships and span-of-control.…”

Section: Lmxsupporting

confidence: 69%

“…Such leaders will have the self-awareness to recognize that their IFTs can affect their judgment in such a fashion, and such awareness can be all that is needed to avoid such pitfalls. Indeed, IFTs can serve to enhance the performance of the follower as positive leader IFTs can lead to a naturally occurring Pygmalion effect whereby the expectation by the leader of increased follower performance has the self-fulfilling effect of actually increasing the performance (Whiteley, Sy, & Johnson, 2012). Emotionally intelligent, authentic followers who have an established relationship with the leader that is based on trust will respond to this challenge through increased performance as well as increased satisfaction (Wong & Law, 2002).…”

Section: Implicit Followership Theories (Ifts)mentioning

confidence: 99%

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A Review of the Literature of the Followership Since 2008

Martin

2015

Sage Open

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Followership continues to be a field of study in the larger field of leadership. In 2008, Ricketson offered an in-depth analysis of the relationship between the variables of leadership styles and courageous followership. Since then, the research has continued to accumulate in attempts to offer new insight on the topic. This article explores the empirical research that has been conducted since Ricketson’s dissertation to determine what new information has been offered and what new conclusions can be reached in this area. In particular, there is widespread agreement on the importance of building the leader–follower relationship in developing effective followers and leaders. This leads to the conclusion that emotional intelligence (EI) plays an important role in the creation of both as it facilitates the establishment of the leader–follower relationship. Future research suggestions are offered as well.

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Section: Lmxsupporting

confidence: 69%

Section: Implicit Followership Theories (Ifts)mentioning

confidence: 99%

A Review of the Literature of the Followership Since 2008

Martin

2015

Sage Open

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“…Similarly, a meta‐analysis revealed a positive link between follower enthusiasm and LMX (Dulebohn, Bommer, Liden, Brouer, & Ferris, ). Moreover, leaders who endorsed proactive followership characteristics had better relationships with their subordinates, and, as a result, their followers performed at a higher level (Whiteley, Sy, & Johnson, ).…”

mentioning

confidence: 99%

Contextualizing leaders' interpretations of proactive followership

2015

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Though proactive followership behavior is often viewed as instrumental to group success, leaders do not always respond favorably to the actions of overly eager followers. Guided by a constructivist perspective, we investigated how interpretations of followership differ across the settings in which acts of leadership and followership emerge. In thematically analyzing data from semi-structured interviews with leaders of high-performing teams, we depict how the construal of follower behaviors relates to various contextual factors underscoring leader-follower interactions. Prototypical characteristics were described in relation to ideal followership (i.e., active independent thought, ability to process self-related information accurately, collective orientation, relational transparency). However, proactive followership behaviors were subject to the situational and relational demands that were salient during leader-follower interactions.Notably, the presence of third party observers, the demands of the task, stage in the decision making process, suitability of the targeted issue, and relational dynamics influenced which follower behaviors were viewed as appropriate from the leader's perspective. These findings provide insight into when leaders are more likely to endorse proactive followership, suggesting that proactive followership requires an awareness of how to calibrate one's actions in accordance with prevailing circumstances.

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“…The leader's positive implicit followership prototype has a significant positive correlation with the job satisfaction of the followers. Whiteley (2012) verified the leaders' implicit followership prototype has the positive effect on job performance, and has Pygmalion Effect explained this effect. The positive influence of leaders' implicit followership prototype on subordinates' performance is mainly through the leader's performance expectation, love and leader subordinate exchange relationship.…”

Section: Leaders' Implicit Followership Prototypementioning

confidence: 71%

“…Sy does not distinguish the effectiveness of the followers in the definition of IFTs, so the prototype of "effective" and "invalid" followers is included. The extension of this concept is broader and has been supported by most researchers (Whiteley, Sy, & Johnson, 2012).…”

Section: Definementioning

confidence: 86%

The Review of the Implicit Followership Theories (IFTs)

Guo¹

2018

PSYCH

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Implicit followership Theories (IFTs) are defined as cognitive structures and schemas about the traits and behaviors that characterize followers. Goals of this research were to: 1) identify the content of IFTs; 2) analyze the structure of IFTs; 3) explain the research status of Implicit Followership Theories. Implicit Followership Theories (IFTs) remain a strong line of leadership research, while IFTs have infused a new perspective and excitement in our understanding of leadership and followership.

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Leaders' conceptions of followers: Implications for naturally occurring Pygmalion effects

Cited by 112 publications

References 80 publications

A Review of the Literature of the Followership Since 2008

A Review of the Literature of the Followership Since 2008

Contextualizing leaders' interpretations of proactive followership

The Review of the Implicit Followership Theories (IFTs)

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