What do you think of followers? Examining the content, structure, and consequences of implicit followership theories
Implicit followership theories (IFTs) are defined as individuals' personal assumptions about the traits and behaviors that characterize followers. Goals of this research were to: (1) Identify the content and structure of IFTs, (2) examine the relationship between IFTs and extant implicit theories in the leadership literature, and (3) establish a preliminary nomological network of leaders' implicit followership theories by examining its consequences for leader-follower interpersonal outcomes. This study included 1362 participants across five separate studies and seven samples. Results provide evidence for content, convergent, discriminant, criterion, and incremental validity, as well as internal and temporal consistency of the IFTs instrument. IFTs are represented by a first-order structure (Industry, Enthusiasm, Good Citizen, Conformity, Insubordination, and Incompetence), and a second-order structure (Followership Prototype and Antiprototype). Leaders' IFTs predicted interpersonal outcomes: liking, relationship quality, trust, and job satisfaction. Future research and practical implications are discussed for this understudied branch of leadership research.
Volume (Year): 113 (2010)
Issue (Month): 2 (November)
|Contact details of provider:|| Web page: http://www.elsevier.com/locate/obhdp|
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Johnson, Stefanie K. & Murphy, Susan Elaine & Zewdie, Selamawit & Reichard, Rebecca J., 2008. "The strong, sensitive type: Effects of gender stereotypes and leadership prototypes on the evaluation of male and female leaders," Organizational Behavior and Human Decision Processes, Elsevier, vol. 106(1), pages 39-60, May.
- Ensari, Nurcan & Murphy, Susan Elaine, 2003. "Cross-cultural variations in leadership perceptions and attribution of charisma to the leader," Organizational Behavior and Human Decision Processes, Elsevier, vol. 92(1-2), pages 52-66.
When requesting a correction, please mention this item's handle: RePEc:eee:jobhdp:v:113:y:2010:i:2:p:73-84. See general information about how to correct material in RePEc.
If references are entirely missing, you can add them using this form.