Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information | ScienceGate (2024)

Annual Review of Organizational Psychology and Organizational Behavior

10.1146/annurev-orgpsych-012119-045434

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.

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

10.1177/1548051818784001

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.

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Images of Leadership Development From the Inside Out

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.

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

Zeitschrift für Psychologie

10.1027/2151-2604/a000117

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.

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Leiderschap in organisaties: tot besluit

10.5117/2005.018.004.003

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 remarksLeadership in organizations: final remarksClaartje Vinkenburg, Paul L. Koopman & Deanne N. Den Hartog, Gedrag & Organisatie, Volume 18, August 2005, pp. 228-233In 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.

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Despite Leaders’ Good Intentions?

Zeitschrift für Psychologie

10.1027/2151-2604/a000118

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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Personality and Past Experiences as Predictors of Implicit Leadership Theories

PsycEXTRA Dataset

10.1037/e518362013-182

2011

Author(s):

Candace M. Younkins

Terry A. Beehr

Keyword(s):

Leadership Theories

Implicit Leadership

Implicit Leadership Theories

Past Experiences

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The Effect of Mortality Salience on Implicit Leadership Theories

PsycEXTRA Dataset

10.1037/e521512014-104

2012

Author(s):

Audrey N. Innella

Crystal L. Hoyt

Stefanie Simon

Keyword(s):

Mortality Salience

Leadership Theories

Implicit Leadership

Implicit Leadership Theories

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Asian Americans’ and Caucasians’ implicit leadership theories: Asian stereotypes, transformational, and authentic leadership.

Asian American Journal of Psychology

10.1037/a0035229

2013

Vol 4(4)

pp. 258-266

Author(s):

Kimberly Burris

Roya Ayman

Yi Che

Hanyi Min

Keyword(s):

Asian Americans

Authentic Leadership

Leadership Theories

Implicit Leadership

Implicit Leadership Theories

Asian Stereotypes

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The Implicit Leadership Theories of College and University Presidents

The Review of Higher Education

10.1353/rhe.1989.0025

1989

Vol 12(2)

pp. 125-136

Author(s):

Robert Birnbaum

Keyword(s):

University Presidents

Leadership Theories

Implicit Leadership

Implicit Leadership Theories

College And University

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Taking a Turn Toward the Masculine: The Impact of Mortality Salience on Implicit Leadership Theories

Basic and Applied Social Psychology

10.1080/01973533.2011.614173

2011

Vol 33(4)

pp. 374-381

Author(s):

Crystal L. Hoyt

Stefanie Simon

Audrey N. Innella

Keyword(s):

Mortality Salience

Leadership Theories

Implicit Leadership

Implicit Leadership Theories

The Impact

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Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information | ScienceGate (2024)
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