Does Leader-follower Similarity Really Matter? PDF Download
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Author: Adele Grazi
Publisher:
ISBN:
Category :
Languages : en
Pages : 0
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Book Description
Using Social Identity Theory (Tajfel & Turner, 1979) as an explanatory framework, the present research seeks to assess the influence of "proactive behaviour congruence" between leader and follower, on the quality of their trust relationship. It further explores whether tie strength moderates the relation between leader-follower "proactive behaviour congruence" and trust. Finally, it attempts to understand how the resulting trust between the leader-follower dyad influences their affective relationship and the employees' choice to remain silent or speak-up. A combination of a vignette study (study1) and a cross-sectional field study (study2) were employed to test the research hypotheses. Results of Study 1 show dyadic proactive behaviour congruence is positively related to trust and positive affect; whereas dyadic incongruence is negatively related to trust and positive affect. The field study (study 2) revealed that high leader-follower proactive behaviour congruence is positively related to trust; whereas incongruence and low leader-follower proactive behaviour congruence is negatively related to trust. Tie strength moderates the relationship between "proactive behaviour congruence" and trust, in that it increases trust when there is a mismatch of perception or when congruence is low. Finally, acquiescent and defensive silence are negatively associated with trust while there was no significant relationship between trust and either voice or prosocial silence. The research extends the contention that social identity matching plays an important role in trust development and that identification is a distal antecedent of affect and employee silence. One implication of the findings is that identity congruence is an important factor in the leader-follower sense-making process. Repercussions for managers and leaders are expanded and several lines of future research are identified.
Author: Adele Grazi
Publisher:
ISBN:
Category :
Languages : en
Pages : 0
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Book Description
Using Social Identity Theory (Tajfel & Turner, 1979) as an explanatory framework, the present research seeks to assess the influence of "proactive behaviour congruence" between leader and follower, on the quality of their trust relationship. It further explores whether tie strength moderates the relation between leader-follower "proactive behaviour congruence" and trust. Finally, it attempts to understand how the resulting trust between the leader-follower dyad influences their affective relationship and the employees' choice to remain silent or speak-up. A combination of a vignette study (study1) and a cross-sectional field study (study2) were employed to test the research hypotheses. Results of Study 1 show dyadic proactive behaviour congruence is positively related to trust and positive affect; whereas dyadic incongruence is negatively related to trust and positive affect. The field study (study 2) revealed that high leader-follower proactive behaviour congruence is positively related to trust; whereas incongruence and low leader-follower proactive behaviour congruence is negatively related to trust. Tie strength moderates the relationship between "proactive behaviour congruence" and trust, in that it increases trust when there is a mismatch of perception or when congruence is low. Finally, acquiescent and defensive silence are negatively associated with trust while there was no significant relationship between trust and either voice or prosocial silence. The research extends the contention that social identity matching plays an important role in trust development and that identification is a distal antecedent of affect and employee silence. One implication of the findings is that identity congruence is an important factor in the leader-follower sense-making process. Repercussions for managers and leaders are expanded and several lines of future research are identified.
Author: Robert E. Kelley
Publisher:
ISBN: 9780000886064
Category :
Languages : en
Pages : 7
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Book Description
Author: Zahira Jaser
Publisher: IAP
ISBN: 1648022065
Category : Business & Economics
Languages : en
Pages : 281
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Book Description
Previous books of the Leadership Horizon Series showed unequivocally how both leaders and followers play an equally important part in the co-production of leadership outcomes, and how leader and follower identities are fluid, so that the same individual can enact both at different times. This book stretches the notion of leadership a step further by exploring the co-enactment of both roles, identities, and positions of leader and follower by one same individual. This individual is defined as a connecting leader, as in this co-enactment he/she functions as connector between different leadership relationships. The concept of connecting leader emerges from the observation that most individuals in organizations engage in the leader-follower role co-enactment: managers, pulled between executives and reportees; CEOs, between the board and the head of departments; or employees involved in cross functional teams, leading and following in different degrees, subject to their expertise. Yet, despite its pervasiveness this concept is at best under theorized by the literature, which, dominated by dyadic and romanticized views, mostly presents the roles as enacted by separate individuals facing each other. To advance our understanding of connecting leaders the editor proposes to shift our focus on leadership in three ways: to unpack the interconnectedness and interplay of leader and follower identities; to investigate the tensions arising from the co-enactment and how these can be overcome; to widen the way in which we study leadership, through new configurations (e.g. leadership triads) and ontologies; and finally to consider the similarities between leading and following. The book chapters are organized to mirror these areas of exploration. Understanding leadership from a perspective that acknowledges that many individuals in organizations are not just leaders or followers, but both, democratizes the way we theorize leadership, and moves us further away from the temptation to romanticize it.
Author: Michelle C. Bligh
Publisher: Routledge
ISBN: 1848726023
Category : Business & Economics
Languages : en
Pages : 354
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Book Description
Leaders face new challenges as they cope with changes in culture, technology and the workplace. In this edited volume, based on a conference at Claremont, scholars of leadership studies from three continents discuss the latest psychological research on interpersonal leader-follower relations. The book tackles the impact of distance - physical, interpersonal and social - on our organizations, governments and societies.
Author: Cheri Ostroff
Publisher: Psychology Press
ISBN: 1136679219
Category : Business & Economics
Languages : en
Pages : 490
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Book Description
This book concerns how employees consider their work lives, how well they fit their jobs, the work setting, other people, and what is important and valued in their organizations. Perspectives on Organizational Fit, a new book in SIOP's Organizational Frontiers Series, takes a scholarly look at fit in organizations: the relationship between individu
Author: Peter Drucker
Publisher: Routledge
ISBN: 1136017534
Category : Business & Economics
Languages : en
Pages : 198
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Book Description
The measure of the executive, Peter Drucker reminds us, is the ability to 'get the right things done'. Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive. He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results. One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making. How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrate the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations.
Author: Talya N. Bauer
Publisher: Oxford University Press
ISBN: 0199326185
Category : Psychology
Languages : en
Pages : 457
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Book Description
Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories such as transformational, servant, or authentic leadership theories focus on the effects of leader behaviors on employee attitudes, motivation, and team outcomes, relational leadership theory views the dyadic relationship quality between leaders and members as the key to understanding leader effects on members, teams, and organizations. This approach views trust- and respect-based relationships as the cornerstone of leadership. LMX has grown from a new theory in the 1970s to a mature area of research in 2015. Interest in this theory has increased rapidly over the past four decades, and the pace of research in this area continues to accelerate dramatically. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, what research gaps may exist, and what areas are in need of the most urgent research.
Author: Jessica Lynne Saltz
Publisher:
ISBN:
Category :
Languages : en
Pages :
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Book Description
Author: Michelle K. Ryan
Publisher: Frontiers Media SA
ISBN: 2889639274
Category :
Languages : en
Pages : 188
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Book Description
Author: Kevin Roe
Publisher:
ISBN: 0198834306
Category : Leadership
Languages : en
Pages : 440
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Book Description
Designed specifically to develop students' understanding of leadership in a variety of contexts, and assuming no prior experience of leadership in the business world, this book is a must-read for students embarking on their study of leadership, while thinking ahead to their own future employment. The book is divided into two clear parts to logically guide the reader through the key theoretical models of leadership, as well as the issues and themes that surround the subject. Part 1 examines the main theories in the field, including situational and contingency theories, behavioural models, and trait theory, while Part 2 draws on a number of different themes to add depth to the theoretical ideas discussed, such as diversity, power, and ethics. To help to interpret the key theories, the book also illustrates leadership in action using a wealth of diverse case studies, 50% of which are new for this third edition. Examples have been carefully selected to highlight the practical application of leadership theory, both in a formal business context and in everyday life, and to dispel the common misconception for students new to leadership that it is only for the 'great and good'. A broad variety of case studies are included from the world of politics, entertainment, food and sport; these include Boris Johnson, the Spice Girls, Cadbury, and Lance Armstrong. These case studies explore leadership across a variety of contexts and cultures, giving students the broad perspective they need to consider the subject critically. Pause for thought boxes and self-test questionnaires encourage students to reflect on the theories and practices they've learned about and how such concepts and issues might apply in their own approach to leadership. Together with the lively writing style, stimulating case studies, and further learning features, this allows students to fully engage with the subject and use the book as an essential tool in their leadership studies.New to this editionAdded coverage on technological developments (such as virtual treams, AI, Big Data, VR/AR) and the impact on leadership practice.Revised case studies include contemporary figures and events such as PewDiePie, Jacinda Arden, the Spice Girls and Boris Johnson.The content is now further balanced to reflect both 'good' and 'bad' leadership styles, with new coverage on the negative or 'dark side' of leadership included in chapters 2, 6 and 11.A new online test bank resource increases the variety of ways in which lecturers can assess student knowledge.This title is available as an eBook. Please contact your Sales and Learning Resource Consultant for more information.
