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Follower Dependence, Independence, or Interdependence: A Multi-Foci Framework to Unpack the Mystery of Transformational Leadership Effects

Author

Listed:
  • Qing Lu

    (Department of Human Resources Management, Zhongnan University of Economics and Law, Wuhan 430073, China)

  • Yonghong Liu

    (Department of Management, University of North Carolina at Greensboro, Greensboro, NC 27412, USA)

  • Xu Huang

    (Department of Management, Hong Kong Baptist University, Kowloon, Hong Kong, China)

Abstract

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.

Suggested Citation

  • Qing Lu & Yonghong Liu & Xu Huang, 2020. "Follower Dependence, Independence, or Interdependence: A Multi-Foci Framework to Unpack the Mystery of Transformational Leadership Effects," IJERPH, MDPI, vol. 17(12), pages 1-19, June.
    • Handle: RePEc:gam:jijerp:v:17:y:2020:i:12:p:4534-:d:375580
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    References listed on IDEAS

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    3. Brown, Michael E. & Trevino, Linda K. & Harrison, David A., 2005. "Ethical leadership: A social learning perspective for construct development and testing," Organizational Behavior and Human Decision Processes, Elsevier, vol. 97(2), pages 117-134, July.
    4. John Antonakis & Samuel Bendahan & Philippe Jacquart & Rafael Lalive, 2010. "On making causal claims : A review and recommendations," Post-Print hal-02313119, HAL.
    5. Simon Chan & Wai-ming Mak, 2012. "Benevolent leadership and follower performance: The mediating role of leader–member exchange (LMX)," Asia Pacific Journal of Management, Springer, vol. 29(2), pages 285-301, June.
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