TY - JOUR
T1 - Follower dependence, independence, or interdependence
T2 - A multi-foci framework to unpack the mystery of transformational leadership effects
AU - Lu, Qing
AU - Liu, Yonghong
AU - HUANG, Xu
N1 - Funding Information:
Funding: This research was supported by “the Fundamental Research Funds for the Central Universities,” Zhongnan University of Economics and Law (108/31511910805).
Funding Information:
This research was supported by ?the Fundamental Research Funds for the Central Universities,? Zhongnan University of Economics and Law (108/31511910805). Acknowledgments: We are truly grateful to Chester A. Schriesheim (Department of Management, University of Miami) for his support, review, and editing.
PY - 2020/6/2
Y1 - 2020/6/2
N2 - We develop a multi-foci framework—“follower dependence,” “follower independence,” and “leader-follower interdependence”—to explain how transformational leadership influences follower performance. Follower’s personal identification with the leader, psychological empowerment, and leader-member exchange are employed as proxies for each of the three foci. Two separate studies consistently show that personal identification (denoting a “follower dependence” focus) is a more salient mechanism than the other two in explaining the transformational leadership-organizational citizenship behavior relationship. These results suggest transformational leadership is perhaps a theory of follower dependence rather than independence or interdependence. Theoretical implications, limitations, and future directions are discussed.
AB - We develop a multi-foci framework—“follower dependence,” “follower independence,” and “leader-follower interdependence”—to explain how transformational leadership influences follower performance. Follower’s personal identification with the leader, psychological empowerment, and leader-member exchange are employed as proxies for each of the three foci. Two separate studies consistently show that personal identification (denoting a “follower dependence” focus) is a more salient mechanism than the other two in explaining the transformational leadership-organizational citizenship behavior relationship. These results suggest transformational leadership is perhaps a theory of follower dependence rather than independence or interdependence. Theoretical implications, limitations, and future directions are discussed.
KW - Follower performance
KW - Leadership process
KW - Multiple-mediator model
KW - Transformational leadership
UR - http://www.scopus.com/inward/record.url?scp=85087421644&partnerID=8YFLogxK
U2 - 10.3390/ijerph17124534
DO - 10.3390/ijerph17124534
M3 - Journal article
C2 - 32599719
AN - SCOPUS:85087421644
SN - 1661-7827
VL - 17
SP - 1
EP - 19
JO - International Journal of Environmental Research and Public Health
JF - International Journal of Environmental Research and Public Health
IS - 12
M1 - 4534
ER -
