The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement

Gils, Suzanne van; Quaquebeke, Niels Van; Knippenberg, Daan van

doi:10.1080/13594320902978458

Cited by 90 publications

(122 citation statements)

References 107 publications

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“…Therefore, it would be more valid to ask leaders about their own cognitions and perceptions of these constructs than external observers, who may have less accurate appraisals. For example, meta-analyses indicate that leaders and followers significantly disagree on their perceptions of LMX quality (correlations range from .29 to .37) (Gerstner & Day, 1997;Sin, Nahrgang, & Morgeson, 2009), suggesting that followers may not be fully attuned to leaders' intrapsychic processes (van Gils et al, 2010). However, this approach raises concern of common method bias, which will be addressed below.…”

Section: Sample and Data Collection Proceduresmentioning

confidence: 97%

“…LIFTs are cognitive categories that reflect the conceptions that leaders have about the traits and behaviors of followers (Sy, 2010). LIFTs build on and extend the ILTs literature (e.g., Engle & Lord, 1997;Epitropaki & Martin, 2004;Lord, Foti & de Vader, 1984;Offermann, Kennedy, & Wirtz, 1994) and address gaps in our understanding of leader-follower interpersonal dynamics by explaining how leaders' conceptions of followers shape their judgments of and behaviors toward their own followers (Sy, 2010;van Gils, van Quaquebeke, & van Knippenberg, 2010). Researchers have long agreed that categorizing other people is an inevitable economizing strategy to simplify the complexity of our daily interactions (e.g., Allport, 1954;Sherif, 1948;Tajfel, 1969 and corresponding knowledge structures, which can influence perceivers' cognitions, affect, and behavior (e.g., Macrae & Bodenhausen, 2000).…”

Section: Leaders' Implicit Followership Theoriesmentioning

confidence: 99%

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

Whiteley

Johnson

2012

The Leadership Quarterly

107

164

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Section: Sample and Data Collection Proceduresmentioning

confidence: 97%

Section: Leaders' Implicit Followership Theoriesmentioning

confidence: 99%

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

Whiteley

Johnson

2012

The Leadership Quarterly

107

164

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“…OBSE, selfefficacy (Pierce & Gardner, 2004;Schyns, 2004). However, since followers play an important role in defining the relationship quality (Van Gils, van Quaquebeke, & Van Knippenberg, 2010), the opposite, i.e. that employee characteristics may influence the LMX relationship, has also been suggested (Lord et al, 1999;Pierce & Gardner, 2004).…”

Section: Lmx and Personal Resourcesmentioning

confidence: 99%

How psychological resources facilitate adaptation to organizational change

Heuvel

Demerouti

Bakker

2013

European Journal of Work and Organizational Psychology

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How psychological resources facilitate adaptation to organizational change van den Heuvel, M.; Demerouti, E.; Bakker, A.B. General rightsIt is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. AbstractThe purpose of this one-year follow-up study among 580 police officers is to investigate whether identity-related resources are positively related to adaptive behavior during times of organizational change. Combining the social identity perspective with resources theories, we hypothesized that leader-member exchange (LMX) and personal resources (meaning-making and organization-based self-esteem) are positively related. In addition, we hypothesized that these resources captured before change implementation, show a positive relationship with adaptivity captured during change. Structural equation modeling analyses showed that LMX and personal resources were positively related. Further, all T1 resources were positively related to T2 adaptivity. The study emphasizes the importance of managing identity-related resources during turbulent times, in order to foster behavioral adaptation to change.

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“…IFTs put the focus of the research perspective on the followers. IFTs are a kind of expectation of leaders to followers, which includes effective or positive characteristics related to followers (Van Gils et al, 2010). Carsten and Uhl-Bien (2009) …”

Section: Introductionmentioning

confidence: 99%

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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The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement

Cited by 90 publications

References 107 publications

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

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

How psychological resources facilitate adaptation to organizational change

The Review of the Implicit Followership Theories (IFTs)

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