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The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement
16 references·16 citing·32 second hopsampled
The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement (2009)The X-factor: On the relevance of implici…Exchange and Power in Social Life (2017)Exchange and Power in Social …Culture, leadership, and organizations: the GLOBE study of 62 societies (2005)Culture, leadership, and orga…Role congruity theory of prejudice toward female leaders. (2002)Role congruity theory of prej…Sensemaking in Organizations (1996)Sensemaking in OrganizationsRelationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective (1995)Relationship-based approach t…Rediscovering the Social Group: A Self-Categorization Theory. (1989)Rediscovering the Social Grou…Illusion and well-being: A social psychological perspective on mental health. (1988)Illusion and well-being: A so…Rediscovering the Social Group: A Self‐Categorization Theory (1987)Rediscovering the Social Grou…Research in Organizational Behavior. (1986)Research in Organizational Be…Research in Organizational Behavior (1984)Research in Organizational Be…Judgment under Uncertainty: Heuristics and Biases (1975)Judgment under Uncertainty: H…Judgment under Uncertainty: Heuristics and Biases (1974)Judgment under Uncertainty: H…Exchange and Power in Social Life. (1965)Exchange and Power in Social …The Norm of Reciprocity: A Preliminary Statement (1960)The Norm of Reciprocity: A Pr…The psychology of interpersonal relations. (1958)The psychology of interperson…The Psychology of Interpersonal Relations. (1958)The Psychology of Interperson…Followership: a review of current and emerging research (2022)Followership: a review of cur…The emotional leader: Implicit theories of leadership emotions and leadership perceptions (2021)The emotional leader: Implici…When grandiose meets vulnerable: narcissism and well-being in the organizational context (2020)When grandiose meets vulnerab…Exploring the Bounds of Pygmalion Effects: Congruence of Implicit Followership Theories Drives and Binds Leader Performance Expectations and Follower Work Engagement (2020)Exploring the Bounds of Pygma…Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective (2020)Cultural variations in whethe…Antecedents and consequences of empowering leadership: Leader power distance, leader perception of team capability, and team innovation (2020)Antecedents and consequences …A cross‐level model of shared leadership, meaning, and individual creativity (2020)A cross‐level model of shared…Gender and Leadership Aspiration: Supervisor Gender, Support, and Job Control (2019)Gender and Leadership Aspirat…Implicit followership theory to employee creativity: The roles of leader–member exchange, self-efficacy and intrinsic motivation (2017)Implicit followership theory …How the Influence of Unethical Leaders on Followers Is Affected by Their Implicit Followership Theories (2017)How the Influence of Unethica…Dynamic viewpoints on implicit leadership and followership theories: Approaches, findings, and future directions (2017)Dynamic viewpoints on implici…Social-cognitive, relational, and identity-based approaches to leadership (2016)Social-cognitive, relational,…Are there advantages to seeing leadership the same? A test of the mediating effects of LMX on the relationship between ILT congruence and employees' development (2016)Are there advantages to seein…If You’re Not With Me You’re . . . ? Examining Prototypes and Cooperation in Leader–Follower Relationships (2014)If You’re Not With Me You’re …Affiliative and aggressive humour in leadership and their relationship to leader–member exchange (2014)Affiliative and aggressive hu…How psychological resources facilitate adaptation to organizational change (2013)How psychological resources f…Subjective probability: A judgment of representativeness (1972)Availability: A heuristic for judging frequency and probability (1973)On the psychology of prediction. (1973)The Framing of Decisions and the Psychology of Choice (1981)Prospect theory: An analysis of decision under risk (1988)Advances in prospect theory: Cumulative representation of uncertainty (1992)The Principles of Psychology (1891)The Strength of Weak Ties (1973)The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior (2000)Handbook of Positive Psychology (2001)The Concept of Mind (2006)Principles Of Gestalt Psychology (2013)The Evolution of Reciprocal Altruism (1971)Social Capital in the Creation of Human Capital (2000)Social Exchange Theory: An Interdisciplinary Review (2005)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Deliberate Learning and the Evolution of Dynamic Capabilities (2002)Organizing and the Process of Sensemaking (2005)The Commitment-Trust Theory of Relationship Marketing (1994)A Theoretical Extension of the Technology Acceptance Model: Four Longitudinal Field Studies (2000)Social Identity Theory and the Organization (1989)Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors (1991)Alumni and their alma mater: A partial test of the reformulated model of organizational identification (1992)Inequity In Social Exchange (1965)Social Capital: Its Origins and Applications in Modern Sociology (1998)Development of NASA-TLX (Task Load Index): Results of Empirical and Theoretical Research (1988)Epistemic Injustice (2007)From Intentions to Actions: A Theory of Planned Behavior (1985)Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. (2000)Self-Reports in Organizational Research: Problems and Prospects (1986)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a knowledge‐based theory of the firm (1996)
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References

  • 1974Judgment under Uncertainty: Heuristics and Biases28,742 cited
  • 1975Judgment under Uncertainty: Heuristics and Biases22,647 cited
  • 2017Exchange and Power in Social Life15,909 cited
  • 1996Sensemaking in Organizations15,614 cited
  • 1965Exchange and Power in Social Life.13,624 cited
  • 1958The psychology of interpersonal relations.13,448 cited
  • 1960The Norm of Reciprocity: A Preliminary Statement11,995 cited
  • 1958The Psychology of Interpersonal Relations.11,823 cited
  • 1986Research in Organizational Behavior.10,897 cited
  • 1984Research in Organizational Behavior10,806 cited
  • 1987Rediscovering the Social Group: A Self‐Categorization Theory8,091 cited
  • 1988Illusion and well-being: A social psychological perspective on mental health.7,808 cited
  • 2002Role congruity theory of prejudice toward female leaders.7,296 cited
  • 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective7,286 cited
  • 1989Rediscovering the Social Group: A Self-Categorization Theory.7,159 cited

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2005
Culture, leadership, and organizations: the GLOBE study of 62 societies
5,057 cited

Cited by

  • 2014Affiliative and aggressive humour in leadership and their relationship to leader–member exchange157 cited
  • 2020Antecedents and consequences of empowering leadership: Leader power distance, leader perception of team capability, and team innovation156 cited
  • 2020A cross‐level model of shared leadership, meaning, and individual creativity105 cited
  • 2016Social-cognitive, relational, and identity-based approaches to leadership78 cited
  • 2017Dynamic viewpoints on implicit leadership and followership theories: Approaches, findings, and future directions74 cited
  • 2013How psychological resources facilitate adaptation to organizational change70 cited
  • 2016Are there advantages to seeing leadership the same? A test of the mediating effects of LMX on the relationship between ILT congruence and employees' development62 cited
  • 2020Exploring the Bounds of Pygmalion Effects: Congruence of Implicit Followership Theories Drives and Binds Leader Performance Expectations and Follower Work Engagement51 cited
  • 2020Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective51 cited
  • 2017Implicit followership theory to employee creativity: The roles of leader–member exchange, self-efficacy and intrinsic motivation47 cited
  • 2017How the Influence of Unethical Leaders on Followers Is Affected by Their Implicit Followership Theories46 cited
  • 2022Followership: a review of current and emerging research46 cited
  • 2019Gender and Leadership Aspiration: Supervisor Gender, Support, and Job Control43 cited
  • 2020When grandiose meets vulnerable: narcissism and well-being in the organizational context42 cited
  • 2014If You’re Not With Me You’re . . . ? Examining Prototypes and Cooperation in Leader–Follower Relationships41 cited
  • 2021The emotional leader: Implicit theories of leadership emotions and leadership perceptions39 cited