How leader and follower prototypical and antitypical attributes influence ratings of transformational leadership in an extreme context

Abstract

Leadership is a process where leaders enact certain behaviors to influence followers. Yet, each follower may view the leader’s enactment differently, owing to differences in disposition and context. Here we examine leadership as a property attributed by followers to their leader, influenced by both the leader and followers’ personal attributes and the situation in which leaders and followers interact. Guiding this study, we asked: how do followers’ affect (negative and positive traits), motivation (regulatory focus), and cognitions (identity) and their congruence with their leader’s corresponding attributes influence their ratings of transformational leadership? Participants operated in extreme situations where their lives were often at risk because of exposure to combat. Results based on a sample of 1587 US Army soldiers operating in 262 units show that when there is a higher congruence between leaders’ and followers’ positive affect, promotion focus, relational identity, and collective identity, follower ratings of transformational leadership are higher, whereas a higher level of incongruence between followers’ and leaders’ positive and negative affect predicted lower ratings of transformational leadership. These findings differed based on the soldiers’ time spent in deployment and the level of combat exposure they experienced.

Translating responsible leadership into team customer relationship performance in the tourism context: the role of collective job crafting

“…For instance, both of them provide consideration and support for employees’ needs and interests (Avolio et al , 2022; Voegtlin et al , 2020). As a key component of responsible leadership, role modeling is an element of transformational leadership as well (Avolio et al , 2022; Voegtlin et al , 2012). Therefore, this study controlled for transformational leadership to unpack the contribution of responsible leadership.…”

“…Previous inquiries have argued the difference of responsible leadership from transformational leadership. As a leader-centered leadership, transformational leadership concentrates on leader–follower relationship within the organization and influences employees through inspiring them with charisma and lofty vision for organizational performance and creating change agents out of followers (Avolio et al , 2022). However, responsible leadership differs from transformational leadership in some respects.…”

“…Nonetheless, a partial overlap exists between transformational leadership and responsible leadership. For instance, both of them provide consideration and support for employees’ needs and interests (Avolio et al , 2022; Voegtlin et al , 2020). As a key component of responsible leadership, role modeling is an element of transformational leadership as well (Avolio et al , 2022; Voegtlin et al , 2012).…”

The Emergence of Collective Leadership During a Terrorist Attack: Dynamic Role Boundary Transgressions as Central in Aligning Efforts

“…When confronted with the horrific consequences of a terrorist attack, leaders need to go beyond preparedness plans and improvise. Arguably, such an extreme situation represents a point of impact in which leadership is most needed, and an understanding of the role of leadership is crucial (Avolio et al, 2022; DeChurch et al, 2011). Nevertheless, much remains unknown about the emergence and dynamics of leadership across typically ad hoc mobilized response structures during extreme situations (Carter et al, 2020, DeChurch et al, 2011; Hällgren et al, 2018).…”

“…To date, leadership research in extreme event and context situations has tended to be conceptual (Bruning, 1964; Bundy et al, 2017; Hällgren et al, 2018; Hannah et al, 2009; Hannah et al, 2010; Hunt & Blair, 1985; Hunt & Phillips, 1991; James et al, 2011; Quarantelli, 1988; Williams et al, 2017; Wong et al, 2003; Wu et al, 2021; Yammarino et al, 2010), prescriptive (Boin et al, 2005; Buchanan & Hällgren, 2019; Hannah & Parry, 2014; James & Wooten, 2005; Kolditz, 2007; Pearson & Mitroff, 1993; Wooten & James, 2008), or focused on individual leadership styles (Hadley et al, 2011; Sommer et al, 2016). In particular, researchers have emphasized the effectiveness of leadership styles that are transformational (e.g., Arnold et al, 2016; Avolio et al, 2022; Dvir et al, 2002, Eberly et al, 2017; Geier, 2016; Hannah et al, 2016; Pillai & Williams, 2004; Sommer et al, 2016; Zhang et al, 2012) and charismatic (Bligh et al, 2004; Davis & Gardner, 2012; Halverson et al, 2004; Hunt et al, 1999) during crisis events in extreme contexts. Ethical (e.g., Olsen et al, 2010; Schaubroeck et al, 2013), abusive (Hannah et al, 2013), and authentic (Hannah et al, 2011) leadership, as well as trust between leaders and followers (Fisher et al, 2010; Sweeney, 2010; Sweeney et al, 2009; Vogus & Sutcliffe, 2007), has also been examined in these contexts.…”