Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information

2020 ◽  
Vol 7 (1) ◽  
pp. 49-74 ◽  
Author(s):  
Robert G. Lord ◽  
Olga Epitropaki ◽  
Roseanne J. Foti ◽  
Tiffany Keller Hansbrough
Keyword(s):  
Leadership Development ◽  
Future Research ◽  
Cultural Issues ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Adaptive Resonance ◽  
Implicit Leadership Theories ◽  
Dynamic Processing ◽  
Systematic List ◽  
Implicit Followership Theories

We offer a comprehensive review of the theoretical underpinnings and existing empirical evidence in the implicit leadership and implicit followership theories domain. After briefly touching on the historical roots of information-processing approaches to leadership and leader categorization theory, we focus on current contextualized and dynamic perspectives. We specifically present neural network approaches and adaptive resonance processes that guide leadership perceptions. We further address measurement issues, emerging areas of study such as implicit leadership theories, and identity and cross-cultural issues. We offer specific avenues for future research in the form of a systematic list of unanswered research questions and further outline leadership development implications.

Personal and Situational Antecedents of Workers’ Implicit Leadership Theories: A Within-Person, Between-Jobs Design

2018 ◽  
Vol 26 (2) ◽  
pp. 204-216 ◽  
Author(s):  
Winny Shen
Keyword(s):  
Organizational Culture ◽  
Situational Factor ◽  
Future Research ◽  
Personal Factor ◽  
Limited Evidence ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
The Relationship ◽  
Job Context

Despite a flourishing literature demonstrating the consequences of implicit leadership theories (ILTs) for workplace phenomena, relatively little is known about the antecedents of ILTs, particularly those that are malleable or can be changed to shape ILTs. In two studies of dual-job holders, which allows for the modeling of between- and within-person predictors, I examined the extent to which workers’ ILTs were stable versus dynamic across work contexts. In line with connectionist perspectives, trait identities, a personal factor, promoted stability in ILTs across situations in both studies, whereas there was some limited evidence that organizational culture, a situational factor, only predicted ILTs within a given job context. Furthermore, the relationship between independent identity and ILTs differed when examining workers’ typical versus ideal leadership conceptualizations. Implications for future research on ILTs are also discussed.

Images of Leadership Development From the Inside Out

2015 ◽  
Vol 17 (3) ◽  
pp. 321-336 ◽  
Author(s):  
Heather Cairns-Lee
Keyword(s):  
Leadership Development ◽  
Future Research ◽  
Leadership Roles ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
Naturally Occurring ◽  
Novel Approach ◽  
Symbolic Reality ◽  
Personalized Approach ◽  
Context Specific

The Problem With the codification of leadership into frameworks, models, and theories that can be taught, leadership, an art that is essentially subjective, symbolic, and context-specific, is “translated into” an objective, pragmatic, and universal domain. Development can be elusive when approached from this universal perspective if external models distract leaders from exploring their own views and practices of leadership. The Solution This article explores the subjective and symbolic reality of those in leadership roles to discover what leaders can learn about their leadership and its development from awareness of their own mental models. These models are illuminated by an exploration of leaders’ naturally occurring metaphors and implicit leadership theories (ILTs) using clean language to acknowledge experience exactly as described while minimizing external influence or interpretation. The Stakeholders Leadership development practitioners can benefit from the innovative personalized approach to surfacing and exploring leaders’ own metaphors facilitated by clean language, offered in this article. Examples are given of the range of leadership metaphors surfaced with this method. Researchers can appreciate a novel approach to qualitative research interviewing and identify future research in surfacing ILTs through naturally occurring metaphor facilitated by clean language.

Self-Concept, Implicit Leadership Theories, and Follower Preferences for Leadership

2012 ◽  
Vol 220 (4) ◽  
pp. 231-240 ◽  
Author(s):  
Mark G. Ehrhart
Keyword(s):  
Self Esteem ◽  
Self Concept ◽  
Future Research ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theory ◽  
Implicit Leadership Theories ◽  
Categorization Theory ◽  
Self Construal ◽  
Leader Preference

The purpose of this study was to investigate the factors that shape followers’ initial reactions to leaders. Based on the literature on self-concept and leader categorization theory, it was hypothesized that followers’ self-concepts (specifically their self-esteem and self-construal) would predict their conceptualization of an ideal leader (i.e., their implicit leadership theory, ILT), which would then predict followers’ preferences for specific leadership styles. Using a sample of 206 university students, results indicated that the effects of independent self-construal on charismatic leader preference were partially mediated by the dedication ILT dimension, and the effects of interdependent self-construal were fully mediated by the sensitivity ILT dimension. Additional findings and directions for future research are discussed.

scholarly journals Leiderschap in organisaties: tot besluit

2005 ◽  
Vol 18 (4) ◽  
Author(s):  
Claartje Vinkenburg ◽  
Paul L. Koopman ◽  
Deanne N. Den Hartog
Keyword(s):  
Research Methods ◽  
Charismatic Leadership ◽  
Future Research ◽  
Participative Leadership ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Ongoing Research ◽  
Implicit Leadership Theories ◽  
Perceptions Of Leadership

Leadership in organizations: final remarks Leadership in organizations: final remarks Claartje Vinkenburg, Paul L. Koopman & Deanne N. Den Hartog, Gedrag & Organisatie, Volume 18, August 2005, pp. 228-233 In the last two volumes of the journal Gedrag & Organisatie a series of seven articles on 'Leadership in organizations' has been published, presenting recent and ongoing research in the Netherlands. The contributions varied in terms of content and research methods applied. The focus of attention was on transformational or charismatic leadership and on participative leadership. In addition, other issues seem to emerge such as implicit leadership theories, perceptions of leadership, and the role of emotion in leadership. The guest editors plead for more diversity in research methods in future research in this field.

Despite Leaders’ Good Intentions?

2012 ◽  
Vol 220 (4) ◽  
pp. 241-250 ◽  
Author(s):  
Claudia Peus ◽  
Susanne Braun ◽  
Dieter Frey
Keyword(s):  
Levels Of Analysis ◽  
Future Research ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
Positive Effects ◽  
Stable Conditions ◽  
Multiple Levels ◽  
Negative Leadership

This article introduces the concept of adverse leadership. Adverse leadership arises when followers (1) perceive their leader to violate leadership prototypes or to concur with antiprototypes, and (2) attribute this violation to internal stable conditions within the leader (i.e., actor-observer bias), even though (3) the leader had no intention to cause harm. Adverse leadership goes above and beyond earlier leadership concepts because it focuses on (a) the role of followers’ implicit leadership theories and attributions in negative leadership, and on (b) leader behavior that is not intended to be harmful by the leader; it is conceptualized on (c) multiple levels of analysis, and posited to have (d) differential negative and positive effects on outcomes in organizations. Implications for future research and practice are discussed.

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