The Role of Followers in the Charismatic Leadership Process: Relationships and Their Consequences

Relational Leadership Theory: Exploring the Social Processes of Leadership and Organizing

“…From this perspective, leadership can be seen as a two-way influence relationship between a leader and a follower aimed primarily at attaining mutual goals (Brower et al, 2000;Graen and Scandura, 1987;Graen and Uhl-Bien, 1991;Graen and Uhl-Bien, 1995;Hollander, 1978;Hollander, 1979). In relationship-based approaches, the focus is on interpersonal relationships, most often among leader-member dyads (Graen and Scandura, 1987;Uhl-Bien et al, 2000), but also leadership relationships that occur between a leader and a group (Hollander, 1964;Howell and Shamir, 2005) or among triads (Offstein, Madhavan, & Gnyawali, 2006) or larger collectivities (Balkundi and Kilduff, 2005;Graen and Uhl-Bien, 1995). Relationship-based perspectives view relationships in a traditional sense of the word-a relationship as a particular type of connection existing between people related to or having dealings with each other (American Heritage Dictionary, 2000)-and relational processes are considered relative to individual characteristics that leaders and followers bring to their interpersonal exchanges.…”

“…A third entity perspective of relationship-based leadership is offered in views of charisma as a social relationship between leaders and followers (Howell and Shamir, 2005;Jermier, 1993;Kark and Shamir, 2002;Klein and House, 1995;Shamir, 1991;Weierter, 1997). This work began by considering the qualities of followers that lead them to identify with (Shamir, 1991) and react to leaders as charismatic (Klein and House, 1995;Shamir et al, 1993).…”

“…Building on Weierter (1997) and others, Howell & Shamir (2005) integrate self-identity theory with two types of charismatic relationships-socialized and personalized-to develop propositions about how followers' self-concepts influence the type of relationship they form with the leader. They consider how followers may affect various stages of the charismatic relationship process, including susceptibility to charismatic leadership, responses to charismatic influence, empowerment of the leader, and consequences of the relationship.…”

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). …”

Preliminary study on leadership proximity

“…Moreover, researchers have also uncovered that emotional intelligence develops with age, finding a correspondent in what is commonly known as maturity (Goleman, 2004;Maddocks, 2011). In accordance to these biological and biographical theories, certain scholars have argued in favor of introducing the study of the lives of leaders, including family history, as predictive variables for their type of leadership (Howell and Shamir, 2005).…”