The results reported in Chapter 3 are consistent with the premise of this dissertation that a comprehensive understanding of how ethical leadership works requires a closer look at the variation in followers’ expectations of the leader. To date, such empirical research on follower expectations of ethical leadership has been limited. However, Chapter 3 belongs to a small group of studies that rev...

This paper examines the impact of facial cues on leadership emergence. Using evolutionary social psychology, we expand upon implicit and contingent theories of leadership and propose that different types of intergroup relations elicit different implicit cognitive leadership prototypes. It is argued that a biologically based hormonal connection between behavior and corresponding facial character...

Capitalizing upon Implicit Leadership Theories (ILTs) and Leader-member exchange (LMX), this research aims to explore the relationship between the congruence of employees’ ILTs and those traits of their managers and employees’ supportiveness, resistance and behavioral creativity for change. After distributing three questionnaires at three points among teachers, 296 participants completed all th...

Purpose Drawing on socio-cognitively orientated leadership studies, this paper aims to contribute our understanding of host country employees’ (HCEs) negative perceptions successive expatriate by exploring how their memories shared past experiences affect these perceptions. Contrary previous work which tends focus HCEs’ attitudes towards individual expatriates, the authors shift attention execu...

Over 60 years of research on participative leadership has documented the many benefits of power sharing in organizations. However, a common obstacle to power sharing is the unwillingness of those with power to share it. An experimental study is presented that investigated the effects of managers’ implicit theories of power in organizations on their willingness to share power with subordinates. ...

Across four studies, we found evidence for an implicit pro-White leadership bias that helps explain the underrepresentation of ethnic minorities in leadership positions. Both White-majority and ethnic minority participants reacted significantly faster when ethnically White names and leadership roles (e.g., manager; Study 1) or leadership traits (e.g., decisiveness; Study 2 & 3) were paired in a...

followership is a developing paradigm in organizational behavior which focusesmainly on followers. the goal of this study is to explore follower’s implicitfollowership theories (ifts) which entail an analysis of follower’s views andperception about followership. for this purpose, based on a phenomenologicalapproach, semi-structured interviews with employees of large public and privateorganizati...

The current article argues that taking subjective theories of both the rater and ratee into consideration contributes to a deeper understanding of leadership evaluations. In the present study, individuals’ pre-existing implicit personality theory (Dweck, 1996) was measured in an organizational setting and was identified as a moderating variable for leadership assessments (108 participants). It ...