Dynamic viewpoints on implicit leadership and followership theories: Approaches, findings, and future directions

Abstract

The 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.

Social entrepreneurs in challenging places: A Delphi study of experiences and perspectives

“…Leadership is a well-researched and theorised area and numerous approaches could be adopted that would provide insight into the managerial challenges within SEs (see for example Gandolfi andStone 2017 andSudha, Shahnawaz andFarhat 2016). Servant leadership may provide insight into those that own and manage SEs (Northouse, 2015;Spears, 1996) while followership theories may provide valuable insight into the needs and motivations of SE staff (Foti, Hansbrough, Epitropaki and Coyle, 2017).…”

Opening the Implicit Leadership Theories’ Black Box: An Experimental Approach with Conjoint Analysis

“…However, despite the remarkable theoretical and empirical developments in the field of ILTs, areas remain to be advanced (see Foti et al, 2017 ). For instance, no experimental evidence shows that the ILTs factors proposed in previous models affect individuals’ perceptions of leadership .…”

“…This categorization process influence followers’ attitudes and behaviors toward leaders ( Epitropaki and Martin, 2005 ). When a leader is closer to a follower’s idealized image of a leader (i.e., the higher a leader’s prototypicality), that leader will be evaluated more positively ( Foti et al, 2017 ).…”

“…However, because these studies focused on the effects of leader prototypicality as a whole , they say little about the importance of each individual leader attribute in the leadership categorization process. Indeed, congruence models (e.g., Epitropaki and Martin, 2005 ) have implicitly assumed that all leader attributes are equally meaningful in predicting outcomes ( Foti et al, 2017 ). As such, we cannot know the extent to which each prototypical attribute individually contributed to those outcomes or which prototypical attributes are most relevant for recognizing someone as a leader.…”

Chinese employees’ leadership preferences and the relationship with power distance orientation and core self-evaluation

“…In the past few years, a small but active stream of research with a focus on followers has emerged (Dvir and Shamir 2003;Foti et al 2017;Howell and Shamir 2005;Junker and van Dick 2014;Shamir et al 2007; Thoroughgood and Sawyer 2018). Researchers endorsing this follower-centric perspective assert that followers are not passive recipients of leader's behaviors.…”