Understanding the Dynamics of Leadership: The Role of Follower Self-Concepts in the Leader/Follower Relationship

Lord, Robert G.; Brown, Douglas J.; Freiberg, Steven J

doi:10.1006/obhd.1999.2832

Cited by 464 publications

(596 citation statements)

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“…Leaders have a strong influence on employees" self-views (e.g., Eden, 1992) and can potentially nourish and inspire Future Work Selves by expressing high expectations and confidence in the employee"s ability and potential (Lord, et al, 1999).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…Future Work Selves can also potentially be considered at other levels of the self-concept (Brewer & Gardner, 1996;Lord, et al, 1999). One could consider Future Work Selves at the collective level, that is, individuals" representations of their group or organization in the future that reflects their hopes and aspirations (c.f.…”

Section: Study Limitations and Future Researchmentioning

confidence: 99%

See 1 more Smart Citation

Future work selves: How salient hoped-for identities motivate proactive career behaviors.

Strauss¹,

Griffin²,

Parker³

2012

Journal of Applied Psychology

388

559

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Copyright and reuse:The Warwick Research Archive Portal (WRAP) makes the work of researchers of the University of Warwick available open access under the following conditions. Copyright © and all moral rights to the version of the paper presented here belong to the individual author(s) and/or other copyright owners. To the extent reasonable and practicable the material made available in WRAP has been checked for eligibility before being made available.Copies of full items can be used for personal research or study, educational, or not-forprofit purposes without prior permission or charge. Provided that the authors, title and full bibliographic details are credited, a hyperlink and/or URL is given for the original metadata page and the content is not changed in any way. Publisher's statement:© APA and Journal of Applied Psychology. "This article may not exactly replicate the final version published in the APA journal. It is not the copy of record." http://dx.doi.org/10.1037/a0026423 A note on versions:The version presented here may differ from the published version or, version of record, if you wish to cite this item you are advised to consult the publisher's version. Please see the 'permanent WRAP url' above for details on accessing the published version and note that access may require a subscription. Acknowledgements. We are grateful to Adam Grant, Otilia Obodaru, and Heather Vough for their useful comments on an earlier version of this manuscript. 2 FUTURE WORK SELVES: HOW SALIENT HOPED-FOR IDENTITIES MOTIVATE PROACTIVE CAREER BEHAVIORSA Future Work Self refers to an individual"s representation of himself or herself in the future that reflects his or her hopes and aspirations in relation to work. The clearer and more accessible this representation, the more salient the Future Work Self. An initial study with two samples (N = 397; N = 103) showed that Future Work Self salience was distinct from established career concepts and positively related to individuals" proactive career behavior. A follow up longitudinal analysis, Study 2 (N = 53), demonstrated that Future Work Selves salience had a lagged effect on proactive career behavior. In Study 3 (N = 233), we considered the role of elaboration, a further attribute of a Future Work Self, and showed that elaboration motivated proactive career behavior only when Future Work Self salience was also high. Together the studies suggest the power of future work selves as a motivational resource for proactive career behavior. 3 FUTURE WORK SELVES: HOW SALIENT HOPED-FOR IDENTITIES MOTIVATE PROACTIVE CAREER BEHAVIORSThe future is not a result of choices among alternative paths offered by the present, but a place that is created -created first in the mind and will, created next in activity. The future is not some place we are going to, but one we are creating. The paths are not to be found, but made, and the activity of making them changes both the maker and the destination. John Homer SchaarHistorically, individuals" career management and development were considered to be t...

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Section: Theoretical Implicationsmentioning

confidence: 99%

Section: Study Limitations and Future Researchmentioning

confidence: 99%

Future work selves: How salient hoped-for identities motivate proactive career behaviors.

Strauss¹,

Griffin²,

Parker³

2012

Journal of Applied Psychology

388

559

View full text Add to dashboard Cite

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“…Leaders are known to influence follower behavior and performance in part by shaping follower identities Avolio, Walumbwa, & Weber, 2009;Ellemers, De Gilder, & Haslam, 2004;Hogg, 2001;Lord & Brown, 2001;Lord, Brown, & Freiberg, 1999). Lord and colleagues (Lord et al, 1999, p. 167) suggested that "leaders can profoundly influence subordinates' self-concepts, and thereby influence follower behavior and other social processes."…”

Section: Mediating Role Of Follower Identificationsmentioning

confidence: 99%

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Zhu

He²,

Treviño

et al. 2015

The Leadership Quarterly

146

123

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Previous studies have established the relationship between ethical leadership and a variety of positive follower outcomes. They have investigated a number of psychological mechanisms that mediate these relationships. In terms of mediators, follower organizational identification has been found to mediate the relationship between ethical leadership and follower job performance. In this research, we incorporate a second distinct and theoretically important type of social identification process, relational identification with the leader, along with organizational identification, and examine their mediating effects on follower performance and voice outcomes. Further, we bring the implicit theory of morality to the behavioral ethics literature and examine follower morality beliefs as a moderator. Using a Romanian sample of 302 followers under the supervision of 27 leaders, we found that ethical leadership has an indirect effect on follower job performance and voice (through the mediating mechanisms of both organizational and relational identifications) and that these relationships are stronger for followers who held the implicit theory that a person's moral character is fixed. Theoretical and practical implications are discussed.Keywords: Ethical leadership; relational identification; organizational identification; voice; implicit theory of morality (Mayer et al., 2012;Stouten et al., 2010). Recently, more attention has been paid to understanding the mediating mechanisms that underlie these relationships. The ethical leadership construct was initially proposed to rely on social learning processes to produce its effects (Brown et al., 2005). More recently, researchers have emphasized the prominent role of social identification processes by focusing on organizational identification as a mediator . We propose a model that includes two types of social identification mechanisms as mediators and that proposes a moderator of these effects that is new to the behavioral ethics literature, implicit morality beliefs.Identification processes have previously been proposed as a potential mediating mechanism (e.g., Brown & Mitchell, 2010) in the ethical leadership/outcome relationship . We expand the prior exclusive focus on organizational identification to account for the likely important role played by an employee's relational identification with the leader. Relational identification represents the extent to which one defines oneself in terms of a given role-relationship (Sluss & Ashforth, 2007), in this case, Perhaps more importantly, we propose that these identification processes will operate differently for employees holding different implicit morality beliefs. Individuals hold and utilize different implicit theories to make sense of the social world (Gopnik & Wellman, 1994;Kelly, 1955). These beliefs represent unspoken assumptions that can influence how people understand and structure their experiences. Although the implicit theory of managers has been shown to influence procedural justice and performance appraisal of...

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“…Moreover, the self is also very dynamic, which means that at any specific point in time or in any specific situation another type of self can be active. As a result, this active type of self will then have specific cognitive, affective, and behavioral consequences (e.g., Lord, Brown, & Freiberg, 1999). The type of self that is active is usually referred to as the working self-concept (Markus & Wurf, 1987).…”

Section: When Does Need Satisfaction Versus Moral Principles Determinmentioning

confidence: 99%

A passion for respect: On understanding the role of human needs and morality

Cremer

Mulder

2007

Gruppendynamik

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Abstract:In the present paper, we stress the importance of the concept respect in a wide variety of social settings and provide a working definition of this concept by emphasizing how respect relates to the act of communicating full recognition to other people on the dimensions of belongingness and morality. Subsequently, in two separate parts, we discuss why respect is so desired and valued. The first part looks at respect as a means to fulfil important human social concerns ("respect as a means to an end"). The second part looks at the potential moral underpinnings of respect and thus interprets "respect as an end in itself." Finally, it is suggested that both reasons to value respect explain respect effects as a function of the working selfconcept that is salient (i.e., pragmatic versus idealistic self). Keywords

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Understanding the Dynamics of Leadership: The Role of Follower Self-Concepts in the Leader/Follower Relationship

Cited by 464 publications

References 100 publications

Future work selves: How salient hoped-for identities motivate proactive career behaviors.

Future work selves: How salient hoped-for identities motivate proactive career behaviors.

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

A passion for respect: On understanding the role of human needs and morality

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