The study of followers in leadership research: A systematic and critical review |
| |
| Affiliation: | 1. Melbourne Business School, University of Melbourne, 200 Leicester Street, Carlton, Victoria 3053, Australia;2. Department of Management and Marketing, Faculty of Business Administration, University of Macau, E22, Avenida da Universidade, Taipa, Macau;3. Organisational Behaviour and Human Resources, Lee Kong Chian School of Business, Singapore Management University, 50, Stamford Road, 178899 Singapore, Singapore;4. Kravis Leadership Institute, Claremont McKenna College, Claremont, CA 91711, United States;1. LEM (UMR 9221), University of Lille, France;2. Sciences Po Grenoble, Université Grenoble Alpes, CESICE, France;3. EM Strasbourg Business School, University of Strasbourg, France;4. Moscow State Institute of International Relations (MGIMO University), Russia;1. Aalto University School of Business, Finland;2. CEPR, United Kingdom;3. IFN, Sweden;4. BI Norwegian Business School, Norway;5. Hanken School of Economics, Finland;1. University of Miami, United States;2. The University of Queensland, Australia;3. Lancaster University, United Kingdom;4. University of Alabama, United States;5. Iowa State University, United States;1. Arizona State University, United States;2. Fairleigh Dickinson University, United States;3. University of Michigan-Dearborn, United States;1. University of North Carolina, Charlotte, United States;2. James Madison University, United States;3. Tennessee Tech University, United States;4. Explosion, Berlin, Germany;5. Georgia Institute of Technology, Atlanta, Georgia |
| |
| Abstract: | Despite the significant amount of existing research examining the relationship of follower-related factors with leadership outcomes, there is no systematic, critical review that integrates and helps leadership scholars make sense of this rapidly growing body of research. To address this gap in the literature, we first briefly discuss the leading perspectives explaining the role of followers in leadership. Next, we identify and discuss the most frequently studied theoretical narratives explaining the relationship between follower-related predictors and leadership outcomes. Because theoretical arguments generally make causal claims, we identify and examine how methodological concerns including power analysis, multicollinearity, and endogeneity might prevent researchers from supporting those claims. We further explore how these concerns, when relevant and unaddressed, might affect the reported effect sizes. We provide recommendations to help meaningfully structure the field and seed conversations for theoretical and methodological advancements in research on the role of followers in leadership. |
| |
| Keywords: | Followers Review Validity Threats Endogeneity |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
