Hostname: page-component-cc8bf7c57-fxdwj Total loading time: 0 Render date: 2024-12-12T04:44:46.564Z Has data issue: false hasContentIssue false
  • English
  • Français

Follower Perceptions Deserve a Closer Look

Published online by Cambridge University Press:  07 January 2015

P. D. Harms  and
Seth M. Spain
P. D. Harms*
Affiliation:
University of Nebraska-Lincoln
Seth M. Spain
Affiliation:
State University of New York at Binghamton
*
E-mail: [email protected], Address: Department of Management, 1240 R St, University of Nebraska-Lincoln, Lincoln, NE 68588
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 7 , Issue 2 , June 2014 , pp. 187 - 191
Copyright
Copyright © Society for Industrial and Organizational Psychology 2014

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Antonakis, J., Bendahan, S., Jacquart, P., & Lalive, R. (2010). On making causal claims: A review and recommendations. The Leadership Quarterly, 21, 1086–1120.Google Scholar
Bono, J., Hooper, A., & Yoon, D. (2012). Impact of rater personality on transformational and transactional leadership ratings. The Leadership Quarterly, 23, 132–145.Google Scholar
Dulebohn, J., Bommer, W., Liden, R., Brouer, R., & Ferris, G. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye to the future. Journal of Management, 38, 1715–1759.Google Scholar
Ehrhart, M., & Klein, K. (2001). Predicting followers' preferences for charismatic leadership: The influence of follower values and personality. The Leadership Quarterly, 12, 153–179.Google Scholar
Fiedler, F. E. (1967). A theory of interpersonal effectiveness. New York, NY: McGraw-Hill.Google Scholar
Gerstner, C., & Day, D. (1997). Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82, 827–844.Google Scholar
Hansbrough, T. K. (2012). The construction of transformational leadership: Follower attachment and leadership perceptions. Journal of Applied Social Psychology, 42, 1533–1549.CrossRefGoogle Scholar
Harms, P. D., & Credé, M. (2010). Emotional intelligence and transformational and transactional leadership: A meta-analysis. Journal of Leadership and Organizational Studies, 17, 5–17.Google Scholar
Harms, P. D., & Luthans, F. (2012). Measuring implicit psychological constructs in organizational behavior: An example using psychological capital. Journal of Organizational Behavior, 33, 589–594.Google Scholar
Harms, P. D., Spain, S. M., & Wood, D. (2014). Mapping personality in dark places. Industrial and Organizational Psychology: Perspectives on Science and Practice, 7, 122–125.CrossRefGoogle Scholar
Henle, C., & Gross, M. (2013). What have I done to deserve this? Effects of employee personality and emotion on abusive supervision. Journal of Business Ethics. doi: 10.1007/s10551-013-1771-6Google Scholar
Kenny, D. A. (1994). Interpersonal perception: A social relations analysis. New York, NY: Guilford.Google Scholar
Krasikova, D. V., & LeBreton, J. M. (2012). Just the two of us: Misalignment of theory and methods in examining dyadic phenomena. Journal of Applied Psychology, 97, 739–757.Google Scholar
Lord, R. G., & Dinh, J. E. (2014). What have we learned that is critical in understanding leadership perceptions and leader-performance relations? Industrial and Organizational Psychology: Perspectives on Science and Practice, 7(2), 158–177.Google Scholar
Martinko, M., Harvey, P., Sikora, D., & Douglas, S. (2011). Perceptions of abusive supervision: The role of subordinate's attribution styles. The Leadership Quarterly, 22, 751–764.Google Scholar
McGregor, D. (1960). The human side of enterprise. New York, NY: McGraw-Hill.Google Scholar
Roberts, B. W., Caspi, A., & Moffitt, T. E. (2003). Work experiences and personality development in young adulthood. Journal of Personality and Social Psychology, 84(3), 582–593.CrossRefGoogle ScholarPubMed
Srivastava, S., Guglielmo, S., & Beer, J. (2010). Perceving others' personalities: Examining dimensionality, assumed similarity to the self, and stability of perceiver effects. Journal of Personality and Social Psychology, 98, 520–534.Google Scholar
Wood, D., Harms, P. D., & Vazire, S. (2010). Perceiver effects as projective tests: What your perceptions of others say about you. Journal of Personality and Social Psychology, 99, 174–190.Google Scholar