Followership theory: A review and research agenda

Leadership Quarterly

Volumn 25, Issue 1, 2014, Pages 83-104

  Uhl Bien, Mary ^a   Riggio, Ronald E ^b   Lowe, Kevin B ^c   Carsten, Melissa K ^d  

^a UNIVERSITY OF NEBRASKA LINCOLN   (United States)

^b CLAREMONT MCKENNA COLLEGE   (United States)

^c UNIVERSITY OF AUCKLAND   (New Zealand)

^d WINTHROP UNIVERSITY   (United States)

Author keywords

Follower; Followership; Followership theory; Leadership; Leadership co production

Indexed keywords

EID: 84892524793     PISSN: 10489843     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.leaqua.2013.11.007     Document Type: Review

References (191)

1. Ansari M.A., Kapoor A. Organizational context and upward influence tactics. Organizational Behavior and Human Decision Processes 1987, 40(1):39-49.
2. Ashford S.J., Cummings L.L. Proactive feedback seeking: The instrumental use of the information environment. Journal of Occupational Psychology 1985, 58:61-91.
3. Ashforth B. The experience of powerlessness in organizations. Organizational Behavior and Human Decision Processes 1989, 43:207-242.
4. Avolio B.J., Reichard R.J., Hannah S.T., Walumbwa F.O., Chan A. A meta-analytic review of leadership impact research: Experimental and quasi-experimental studies. The Leadership Quarterly 2009, 20(5):764-784.
5. Bacharach S.B. Organizational theories: Some criteria for evaluation. The Academy of Management Review 1989, 14(4):496-515.
6. Baker S.D. Followership: Theoretical foundation for a contemporary construct. Journal of Leadership and Organizational Studies 2007, 14(1):50-60.
7. Barnard C. The functions of the executive 1938, Harvard University Press, Cambridge, MA.
8. Bass B.M. Leadership and performance beyond expectations 1985, Free Press, New York.
9. Bass B.M. The Bass handbook of leadership 2008, Free Press, New York. 4th ed.
10. Bass B.M., Riggio R.E. Transformational leadership 2006, Lawrence Erlbaum, Mahwah, NJ. 2nd ed.
11. Bedeian A.G., Hunt J.G. Academic amnesia and vestigial assumptions of our forefathers. The Leadership Quarterly 2006, 17(2):190-205.
12. Bennett J.B. Power and influence as distinct personality traits: Development and validation of a psychometric measure. Journal of Research in Personality 1988, 22:361-394.
13. Bennis W.G. Managing the dream: Reflections on leadership and change 2000, Perseus, New York.
14. Biggart N.W., Hamilton G.G. The power of obedience. Administrative Science Quarterly 1984, 29(4):540-549.
15. Bjugstad K., Thach E.C., Thompson K.J., Morris A. A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral and Applied Management 2006, 7:304-319.
16. Blass T. From New Haven to Santa Clara: A historical perspective on the Milgram obedience experiments. American Psychologist 2009, 64(1):37-45.
17. Bligh M. Followership and follower-centered approaches. The Sage Handbook of Leadership 2011, 425-436. Sage, London. A. Bryman, D. Collinson, K. Grint, B. Jackson, M. Uhl-Bien (Eds.).
18. Bligh M.C., Kohles J.C., Meindl J.R. Charting the language of leadership: A methodological investigation of President Bush and the crisis of 9/11. Journal of Applied Psychology 2004, 89(3):562-574.
19. Blumer H. Symbolic interactionism: Perspective and method 1969, Prentice-Hall, Englewood Cliffs, NJ.
20. Bolino M.C. Citizenship and impression management: Good soldiers or good actors?. Academy of Management Review 1999, 24:82-98.
21. Bono J.E., Judge T.A. Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology 2004, 89(5):901-910.
22. Bryman A. Qualitative research on leadership: A critical but appreciative review. The Leadership Quarterly 2004, 15(6):729-769.
23. Burger J.M. Replicating Milgram: Would people still obey today?. American Psychologist 2009, 64(1):1-11.
24. Burkitt I. Social selves: Theories of the social formation of personality 1991, Sage, London.
25. Cable D.M., Judge T.A. Managers' upward influence tactic strategies: The role of manager personality and supervisor leadership style. Journal of Organizational Behavior 2003, 24(2):197-214.
26. Carsten M., Uhl-Bien M. Follower beliefs in the co-production of leadership: Examining upward communication and the moderating role of context. Journal of Psychology 2012, 220(4):210-220.
27. Carsten M., Uhl-Bien M. Ethical followership: An examination of followership beliefs and crimes of obedience. Journal of Leadership & Organizational Studies 2013, 20(1):45-57.
28. Carsten M., Uhl-Bien M., Jaywickrema A. "Reversing the lens" in leadership research: Investigating follower role orientation and leadership outcomes 2013, November, Presented at the Southern Management Association (SMA) Annual Meeting, New Orleans, Louisiana.
29. Carsten M.K., Uhl-Bien M., West B.J., Patera J.L., McGregor R. Exploring social constructs of followership: A qualitative study. The Leadership Quarterly 2010, 21(3):543-562.
30. Chaleff I. The courageous follower: Standing up to and for our leaders 1995, Barrett-Koehler Publishers, Inc., San Francisco, CA.
31. Chaleff I. The courageous follower: Standing up to and for our leaders 2003, Berret-Koehler Publishers, Inc., San Francisco. 2nd ed.
32. Chaleff I. Creating new ways of following. The art of followership: How great followers create great leaders and organizations 2008, 67-87. Jossey-Bass, SanFrancisco. R. Riggio, I. Chaleff, J. Lipman-Blumen (Eds.).
33. Chemers M.M. Leadership effectiveness: An integrative review. Blackwell handbook of social psychology: Group processes 2001, 376-399. Blackwell, Oxford, UK. M.A. Hogg, R.S. Tindale (Eds.).
34. Collinson D. Rethinking followership: A post-structuralist analysis of follower identities. The Leadership Quarterly 2006, 17(2):179-189.
35. Conger J.A., Kanungo R.N. Toward a behavioral theory of charismatic leadership in organizations. Academy of Management Review 1987, 12(4):637-647.
36. Conger J.A., Kanungo R.N. The empowerment process: Integrating theory and practice. Academy of Management Review 1988, 13(3):471-482.
37. Courpasson D., Dany F. Indifference or obedience? Business firms as democratic hybrids. Organization Studies 2003, 24(8):1231-1260.
38. Creswell J.W. Qualitative inquiry and research design: Choosing among five approaches 2012, Sage Publications, Thousand Oaks, CA. 3rd ed.
39. Cronbach L.J., Meehl P.E. Construct validity in psychological tests. Psychological bulletin 1955, 52(4):281-302.
40. Dansereau F., Graen G., Haga W.J. A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance 1975, 13(1):46-78.
41. De Cremer D., Van Dijk E. When and why leaders put themselves first: Leader behaviour in resource allocations as a function of feeling entitled. European Journal of Social Psychology 2005, 35(4):553-563.
42. De Vries R.E., Van Gelder J. Leadership and the need for leadership: Testing an implicit followership theory. Implicit leadership theories: Essays and explorations 2005, 277-304. Information Age Publishers, Greenwich, CN. B. Schyns, J.R. Meindl (Eds.).
43. DeRue S., Ashford S. Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review 2010, 35(4):627-647.
44. Detert J.R., Burris E.R. Leadership behavior and employee voice: Is the door really open?. Academy of Management Journal 2007, 50(4):869-884.
45. Dinh J.E., Lord R.G. Implications of dispositional and process views of traits for individual difference research in leadership. The Leadership Quarterly 2012, 23(4):651-669.
46. Dvir T., Shamir B. Follower developmental characteristics as predicting transformational leadership: A longitudinal field study. The Leadership Quarterly 2003, 14(3):327-344.
47. Eden D., Leviatan U. Implicit leadership theory as a determinant of the factor structure underlying supervisory behavior scales. Journal of Applied Psychology 1975, 60(6):736-741.
48. Ehrhart M.G., Klein K.J. Predicting followers' preferences for charismatic leadership: The influence of follower values and personality. The Leadership Quarterly 2001, 12(2):153-179.
49. Epitropaki O., Martin R. Implicit leadership theories in applied settings: Factor structure, generalizability, and stability over time. Journal of Applied Psychology 2004, 89(2):293-310.
50. Epitropaki O., Sy T., Martin R., Tram S., Topakas A. Implicit leadership and followership theories 'In the Wild:' Taking stock of leadership processing approaches in organizational settings. The Leadership Quarterly 2013, 24(6). 858-851.
51. Fairhurst G., Antonakis J. Dialogue: A research agenda for relational leadership. Advancing relational leadership research 2012, 433-459. Information Age Publishers, Charlotte, NC. M. Uhl-Bien, S. Ospina (Eds.).
52. Fairhurst G.T., Grant D. The social construction of leadership: A sailing guide. Management Communication Quarterly 2010, 24(2):171-210.
53. Fairhurst G.T., Green S.G., Courtright J.A. Inertial forces and the implementation of a socio-technical systems approach: A communication study. Organization Science 1995, 6:168-185.
54. Fairhurst G.T., Hamlett S.R. The narrative basis of leader-member exchange. LMX leadership: The series 2003, 117-144. Information Age Publishers, Charlotte, NC. G.B. Graen (Ed.).
55. Fairhurst G.T., Rogers L.E., Sarr R. Manager-subordinate control patterns and judgments about the relationship. Communication yearbook 10 1987, 395-415. Sage, Beverly Hills, CA. M. McLaughlin (Ed.).
56. Fairhurst G.T., Uhl-Bien M. Organizational discourse analysis (ODA): Examining leadership as a relational process. The Leadership Quarterly 2012, 23(6):1043-1062.
57. Falbe C.M., Yukl G. Consequences for managers of using single influence tactics and combinations of tactics. Academy of Management Journal 1992, 35(3):638-652.
58. Farmer S.M., Maslyn J.M., Fedor D.B., Goodman J.S. Putting upward influence strategies in context. Journal of Organizational Behavior 1997, 18(1):17-42.
59. Fiedler F.E. A theory of leadership effectiveness 1967, McGraw-Hill, New York.
60. Fleishman E.A. The description of supervisory behavior. Journal of Applied Psychology 1953, 37:1-6.
61. Follett M.P. Leader and expert. The psychological foundations of management 1927, 220-243. Shaw, Chicago. H.C. Metcalf (Ed.).
62. Follett M.P. The essentials of leadership 1949, Management Publications Trust, London.
63. Foucault M. Discipline and punish 1977, Allen Unwin, London.
64. Foucault M. The history of sexuality 1979, Allen Unwin, London.
65. Frese M., Fay D. Personal initiative: An active performance concept for work in the 21st century. Research in Organizational Behavior 2001, 23:133-187.
66. Gardner J.W. On leadership 1990, Free Press, New York.
67. Gerber G.W. Leadership roles and the gender stereotype traits. Sex Roles 1988, 18(11/12):649-668.
68. Giddens A. The constitution of society 1984, Polity, Cambridge.
69. Goffman E. The presentation of self in everyday life 1959, Doubleday Anchor, New York.
70. Gooty J., Connelly S., Griffith J., Gupta A. Leadership, affect, and emotions: A state of the science review. The Leadership Quarterly 2010, 21(6):979-1004.
71. Graen G., Novak M.A., Sommerkamp P. The effects of leader-member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational Behavior and Human Performance 1982, 30(1):109-131.
72. Graen G.B., Scandura T.A. Toward a psychology of dyadic organizing. Research in Organizational Behavior 1987, 9:175-208.
73. Graen G.B., Uhl-Bien M. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25years: Applying a multi-level multi-domain perspective. The Leadership Quarterly 1995, 6(2):219-247.
74. Graham P. Mary Parker Follett: Prophet of management 2003, Beard Books, Maryland.
75. Grant A., Ashford S. The dynamics of proactivity at work. Research in Organizational Behavior 2008, 28:3-34.
76. Grant A.M., Hofmann D.A. Role expansion as a persuasion process: The interpersonal influence dynamics of role redefinition. Organizational Psychology Review 2011, 1(1):9-31.
77. Grant A.M., Parker S., Collins C. Getting credit for proactive behavior: Supervisor reactions depend on what you value and how you feel. Personnel Psychology 2009, 62(1):31-55.
78. Heckscher C. Defining the post-bureaucratic type. The post-bureaucratic organization: New perspectives on organizational change 1994, Sage, Thousand Oaks. C. Heckscher, A. Donnellon (Eds.).
79. Herrold D.M. Two-way influence processes in leader-follower dyads. Academy of Management Journal 1977, 20(2):224-237.
80. Hersey P., Blanchard K.H. Management of organizational behavior: Utilizing human resources 1977, Prentice-Hall, Englewood Cliffs, NJ.
81. Higgins C.A., Judge T.A., Ferris G.R. Influence tactics and work outcomes: a meta analysis. Journal of Organizational Behavior 2003, 24(1):89-106.
82. Hinrichs K.T. Follower propensity to commit crimes of obedience: The role of leadership beliefs. Journal of Leadership & Organizational Studies 2007, 14(1):69-76.
83. Hogan R., Curphy G.J., Hogan J. What we know about leadership: Effectiveness and personality. American Psychologist 1994, 49(6):493-504.
84. Hogg M.A. A social identity theory of leadership. Personality and Social Psychology Review 2001, 5(3):184-200.
85. Hogg M.A., Reid S.A. Social identity, self-categorization, and the communication of group norms. Communication Theory 2006, 16(1):7-30.
86. Hogg M.A., Terry D.I. Social identity and self-categorization processes in organizational contexts. Academy of Management Review 2000, 25(1):121-140.
87. Hollander E.P. Conformity, status and idiosyncrasy credit. Psychological Review 1958, 65(2):117-127.
88. Hollander E.P. Style, structure and setting in organizational leadership. Administrative Science Quarterly 1971, 16(1):1-9.
89. Hollander E.P. Leadership and power. The Handbook of Social Psychology 1985, 2:485-537.
90. Hollander E.P. On the central role of leadership processes. Applied Psychology 1986, 35(1):39-52.
91. Hollander E.P. The essential interdependence of leadership and followership. Current Directions in Psychological Science 1992, 1(2):71-75.
92. Hollander E.P. Leadership, followership, self, and others. Leadership Quarterly 1992, 3(1):43-54.
93. Hollander E.P. Legitimacy, power, and influence: A perspective on relational features of leadership. Leadership theory and research: Perspectives and directions 1993, 29-47. Academic Press, San Diego. M. Chemers, R. Ayman (Eds.).
94. Hollander E.P. Inclusive leadership and idiosyncrasy credit in leader-follower relations. The Oxford handbook of leadership 2012, 122-143. Oxford University Press, Oxford, UK. M.G. Rumsey (Ed.).
95. Hollander E.P., Julian J.W. Contemporary trends in the analysis of leadership processes. Psychological Bulletin 1969, 71(5):387-397.
96. Hollander E.P., Offermann L.R. Power and leadership in organizations: Relationships in transition. American Psychologist 1990, 45:179-189.
97. Hoption C.B., Christie A.M., Barling J. Submitting to the follower label: Followership, positive affect and extra-role behaviors. Journal of Psychology 2012, 220:221-230.
98. Howell J., Mendez M. Three perspectives on followership. The art of followership: How great followers create great leaders and organizations 2008, 25-40. Jossey-Bass, San Francisco. R. Riggio, I. Chaleff, J. Lipman-Blumen (Eds.).
99. Howell J.M., Shamir B. The role of followers in the charismatic leadership process: Relationships and their consequences. Academy of Management Review 2005, 30(1):96-112.
100. Judge T.A., Bono J.E., Ilies R., Gerhardt M.W. Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology 2002, 87(4):765-780.
101. Judge T.A., Piccolo R.F., Ilies R. The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology 2004, 89(1):36-51.
102. Katz D., Kahn R.L. The social psychology of organizations 1978, John Wiley & Sons, New York. 2nd ed.
103. Kellerman B. Followership: How followers are creating change and changing leaders 2008, Harvard Business Press, Boston.
104. Kelley R.E. In praise of followers. Harvard Business Review 1988, 66(6):141-148.
105. Kelley R.E. The power of followership 1992, Doubleday Business, New York.
106. Kelley R.E. Rethinking followership. The art of followership: How great followers create great leaders and organizations 2008, 5-16. Jossey-Bass, San Francisco, CA. R. Riggio, I. Chaleff, J. Lipman-Blumen (Eds.).
107. King A.J., Johnson D.D., Van Vugt M. The origins and evolution of leadership. Current Biology 2009, 19(19):1591-1682.
108. Kipnis D., Schmidt S.M., Wilkinson I. Intraorganizational influence tactics: Explorations in getting one's way. Journal of Applied Psychology 1980, 65(4):440-452.
109. Klein K.J., House R.J. On fire: Charismatic leadership and levels of analysis. The Leadership Quarterly 1995, 6(2):183-198.
110. Korman A.K. Consideration, initiating structure, and organizational criteria: A review. Personnel Psychology 1966, 19:349-361.
111. Kruse E., Sy T. Manipulating implicit theories by inducing affect. Academy of Management Proceedings 2011, 1:1-6.
112. Langley A. Strategies for theorizing from process data. Academy of Management Review 1999, 24(4):691-710.
113. Larsson M., Lundholm S. Talking work in a bank: A study of organizing properties of leadership in work interactions. Human Relations 2013, 66(8):1101-1129.
114. Layder D. Understanding social theory 1994, Sage, London.
115. Liden R.C., Sparrowe R.T., Wayne S.J. Leader-member exchange theory: The past and potential for the future. Research in personnel and human resources management 1997, Vol. 15:47-119. JAI Press, Greenwich, CT. G.R. Ferris (Ed.).
116. Lipman-Blumen J. Toxic leadership: When grand illusions masquerade as noble visions. Leader to Leader 2005, 36:29-36.
117. Lord R.G. An information processing approach to social perceptions, leadership and behavioral measurement in organizations. Research in Organizational Behavior 1985, 7:87-128.
118. Lord R.G. Four leadership principles that are worth remembering. Presentation to the Biennial Meetings of the Australian Industrial Organizational Psychology, Perth Australia 2013.
119. Lord R.G., Brown D.J. Leadership, values, and subordinate self-concepts. The Leadership Quarterly 2001, 12(2):133-152.
120. Lord R.G., Brown D.J. Leadership processes and follower self-identity 2004, Lawrence Erlbaum Associates Publishers.
121. Lord R.G., Brown D.J., Freiberg S.J. Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship. Organizational Behavior and Human Decision Processes 1999, 78(3):167-203.
122. Lord R.G., Brown D.J., Harvey J.L., Hall R.J. Contextual constraints on prototype generation and their multilevel consequences for leadership perceptions. The Leadership Quarterly 2001, 12(3):311-338.
123. Lowin A., Craig J.R. The influence of level of performance on managerial style: An experimental object-lesson in the ambiguity of correlational data. Organizational Behavior and Human Performance 1968, 3(4):440-458.
124. Martinko M., Harvey P., Sikora D., Douglas S. Perceptions of abusive supervision: The role of subordinates' attributional styles. The Leadership Quarterly 2011, 22(4):751-764.
125. Meindl J.R. On leadership: An alternative to the conventional wisdom. Research in Organizational Behavior 1990, 12:159-203.
126. Meindl J.R., Ehrlich S.B., Dukerich J.M. The romance of leadership. Administrative Science Quarterly 1985, 30:78-102.
127. Milgram S. Some conditions of obedience and disobedience to authority. Human Relations 1965, 18(1):57-76.
128. Milgram S. Obedience to authority: An experimental view 1974, Harper & Row, New York.
129. Morrison E.W. Doing the job well: An investigation of pro-social rule breaking. Journal of Management 2006, 32(1):5-28.
130. Morrison E.W., Milliken F.J. Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review 2000, 25(4):706-725.
131. Morrison E.W., Phelps C.C. Taking charge at work: Extra-role efforts to initiate workplace change. Academy of Management Journal 1999, 42(4):403-419.
132. Oc B., Bashshur M.R. Followership, leadership, and social influence. The Leadership Quarterly 2013, 24(6):919-934.
133. Oc B., Bashshur M.R., Moore C. Stooges and squeaky wheels: How followers shape leader fairness over time. Working paper 2013.
134. Ospina S., Uhl-Bien M. Mapping the terrain: Convergence and divergence around relational leadership. Advancing Relational Leadership Research: A Dialogue Among Perspectives 2012, xix-xlvii. Information Age Publishers, Charlotte, NC. M. Uhl-Bien, S. Ospina (Eds.).
135. Padilla A., Hogan R., Kaiser R.B. The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly 2007, 18(3):176-194.
136. Parker S.K. 'That is my job': How employees role orientation affects their job performance. Human Relations 2007, 60(3):403-434.
137. Parker S.K., Wall T.D., Jackson P.R. "That's not my job": Developing flexible employee work orientations. Academy of Management Journal 1997, 40(4):899-929.
138. Passini S., Morselli D. Authority relationships between obedience and disobedience. New Ideas in Psychology 2009, 27(1):96-106.
139. Pearce C.L., Conger J.A. Shared leadership: Reframing the hows and whys of leadership 2003, Sage, Thousand Oaks, CA.
140. Phillips J.S., Lord R.G. Causal attributions and perceptions of leadership. Organizational Behavior and Human Performance 1981, 28(2):143-163.
141. Pratt M.G., Rockmann K.W., Kaufmann J.B. Constructing professional identity: The role of work and identity learning cycles in the customization of identity among medical residents. Academy of Management Journal 2006, 49(2):235-262.
142. Ravlin E.C., Thomas D.C. Status and stratification processes in organizational life. Journal of Management 2005, 31(6):966-987.
143. Rost J.C. Leadership for the twenty-first century 1993, Praeger, New York.
144. Rost J.C. Followership: An outmoded concept. The art of followership: How great followers create great leaders and organizations 2008, 53-64. Jossey-Bass, San Francisco, CA. R. Riggio, I. Chaleff, J. Lipman-Blumen (Eds.).
145. Rush M.C., Thomas J.C., Lord R.G. Implicit leadership theory: A potential threat to the internal validity of leader behavior questionnaires. Organizational Behavior and Human Performance 1977, 20(1):93-110.
146. Sanford F.H. Authoritarianism and leadership: A study of the follower's orientation to authority 1950, Institute for Research in Human Relations, Philadelphia.
147. Implicit leadership theories: Essays and explorations 2005, Information Age Publishers, Greenwich, CT. B. Schyns, J.R. Meindl (Eds.).
148. Selznick P. Leadership in administration 1957, Harper & Row, New York.
149. Shalit A., Popper M., Zakay D. Followers' attachment styles and their preference for social or for personal charismatic leaders. Leadership & Organization Development Journal 2010, 31(5):458-472.
150. Shamir B. From passive recipients to active co-producers: Followers' roles in the leadership process. Follower-centered perspectives on leadership: A tribute to the memory of James R. Meindl 2007, ix-xxxix. Information Age Publishers, Charlotte, NC. B. Shamir, R. Pillai, M. Bligh, M. Uhl-Bien (Eds.).
151. Shamir B. Leadership research or post-leadership research: Advancing leadership theory versus throwing out the baby with the bath water. Advancing relational leadership research: A dialogue among perspectives 2012, 477-500. Information Age Publishers, Charlotte, NC. M. Uhl-Bien, S. Ospina (Eds.).
152. Sin H.P., Nahrgang J.D., Morgeson F.P. Understanding why they don't see eye to eye: An examination of leader-member exchange (LMX) agreement. Journal of Applied Psychology 2009, 94(4):1048-1057.
153. Sivasubramaniam N., Kroeck K.G., Lowe K.B. In the eye of the beholder: Folk theories of leadership in an academic institution. Journal of Leadership Studies 1997, 4(2):27-42.
154. Snow D.A., Anderson L. Identity work among the homeless: The verbal construction and avowal of personal identities. American Journal of Sociology 1987, 96(6):1336-1371.
155. Stogdill R.M. Personal factors associated with leadership: A survey of the literature. Journal of Psychology 1948, 25(1):35-71.
156. Stogdill R.M. Leadership, membership and organization. Psychological Bulletin 1950, 47(1):1-14.
157. Streatfield P.J. The paradox of control in organizations 2001, Routledge, London.
158. Suddaby R. Editor's comments: Construct clarity in theories of management and organization. The Academy of Management Review 2010, 35(3):346-357.
159. Sutton R.I., Staw B.M. What theory is not. Administrative Science Quarterly 1995, 40(3):371-384.
160. Sy T. What do you think of followers? Examining the content, structure, and consequences of implicit followership theories. Organizational Behavior and Human Decision Processes 2010, 113(2):73-84.
161. Sy T. I think, therefore I do: Influence of leaders' and followers' implicit followership theories on relationship quality and follower performance 2011, August, Presented at the Academy of Management, San Antonio, TX.
162. Sy, T. (2013). An indirect measure of IFTs using a projective approach. Unpublished Manuscript.
163. Taylor F.W. The principles of scientific management 1911, Harper & Bros, New York.
164. Taylor F.W. The principles of scientific management 1934, Harper & Bros, New York.
165. Taylor F.W. The principles of scientific management 1947, Harper & Brothers, New York.
166. Tepper B.J., Duffy M.K., Shaw J.D. Personality moderators of the relationship between abusive supervision and subordinates' resistance. The Journal of Applied Psychology 2001, 86(5):974-983.
167. Tepper B.J., Uhl-Bien M., Kohut G.F., Rogleberg S.G., Lockhart D.E., Ensley M.D. Subordinates' resistance and managers' evaluations of subordinates' performance. Journal of Management 2006, 32(2):185-209.
168. Townsend P.L., Gebhardt J.E. Five-star leadership: The art and strategy of creating leaders at every level 1997, Wiley, New York.
169. Uhl-Bien M., Carsten M. Being ethical when the boss is not. Organizational Dynamics 2007, 36(2):187-201.
170. Uhl-Bien M., Graen G.B., Scandura T.A. Implications of leader-member exchange (LMX) for strategic human resource management systems: Relationships as social capital for competitive advantage. Research in Personnel and Human Resources Management 2000, 18:137-186.
171. Uhl-Bien M., Ospina S. Paradigm interplay in relational leadership: A way forward. Advancing relational leadership research: A dialogue among perspectives 2012, 537-580. Information Age Publishers, Charlotte, NC. M. Uhl-Bien, S. Ospina (Eds.).
172. Uhl-Bien M., Pillai R. The romance of leadership and the social construction of followership. Follower-centered perspectives on leadership: A tribute to the memory of James R. Meindl 2007, 187-210. Information Age Publishers, Charlotte, NC. B. Shamir, R. Pillai, M. Bligh, M. Uhl-Bien (Eds.).
173. Van Dyne L., LePine J.A. Helping and extra-role behavior: Evidence of construct and predictive validity. Academy of Management Journal 1998, 41(1):108-119.
174. Van Knippenberg D., Hogg M.A. A social identity model of leadership effectiveness in organizations. Research in Organizational Behavior 2003, 25:243-295.
175. Van Knippenberg D., Sitkin S.B. A critical assessment of charismatic-transformational leadership research: Back to the drawing board?. The Academy of Management Annals 2013, 7(1):1-60.
176. Van Vugt M. Evolutionary origins of leadership and followership. Personality and Social Psychology Review 2006, 10(4):354-371.
177. Van Vugt M., Hogan R., Kaiser R.B. Leadership, followership, and evolution: Some lessons from the past. American Psychologist 2008, 63(3):182.
178. Vroom V.H., Jago A.G. On the validity of the Vroom-Yetton model. Journal of Applied Psychology 1978, 63:151-162.
179. Vroom V.H., Yetton P.W. Leadership and decision-making 1973, University of Pittsburgh Press, Pittsburgh, PA.
180. Weber Max Economy and society 1968, Bedminster, Totowa, NJ.
181. Weick K.E. Cognitive processes in organizations. Research in Organizational Behavior 1979, 1:41-74.
182. Weick K.E. Sensemaking in organizations (vol. 3) 1995, Sage, London.
183. Weierter S.J. Who wants to play "follow the leader"? A theory of charismatic relationships based on routinized charisma and follower characteristics. Leadership Quarterly 1997, 8(2):171-194.
184. Whiteley P., Sy T., Johnson S.K. Leaders' conceptions of followers: Implications for naturally occurring pygmalion effects. The Leadership Quarterly 2012, 23(5):822-834.
185. Whiting S.W., Maynes T.D., Podsakoff N.P., Podsakoff P.M. Effects of message, source, and context on evaluations of employee voice behavior. Journal of Applied Psychology 2012, 97(1):159-182.
186. Yukl G. Leadership in organizations 2001, Prentice Hall, Upper Saddle River, NJ. 5th ed.
187. Yukl G. Leadership in organizations 2012, Prentice Hall, New York. 8th ed.
188. Yukl G., Falbe C.M. Influence tactics and objectives in upward, downward, and lateral influence attempts. Journal of Applied Psychology 1990, 75(2):132-140.
189. Yukl G., Van Fleet D.D. Theory and research on leadership in organizations. Handbook of industrial and organizational psychology 1992, 147-197. Consulting Psychologists Press, Palo Alto, CA. 2nd ed. M.D. Dunnette, L.M. Hough (Eds.).
190. Zaleznik A. The dynamics of subordinacy. Harvard Business Review 1965, 43(3):119-131.
191. Zaleznik A., Kets de Vries M.F. Power and the corporate mind 1975, Houghton Mifflin, Oxford.