This longitudinal study evaluates the role of a follower's self-concept and implicit leadership theories on the interpretation of transformational leadership behaviors and the development of leader-member exchange. Leadership behaviors were hypothesized as antecedents to leader-member exchange. The hypotheses draw upon the social cognition theory of self-verification. Implicit leadership theories were evaluated as absolute differences between actual and recognized leadership behaviors. Both implicit leadership theories and self-concepts were tested for moderation of the leadership behaviors and leader-member exchange. Additional dependent variables included turnover intentions, organizational identification, and perceived organizational support.
A key contribution of this research is the application of these variables to new organizational entrants. Two-hundred and ten new followers at a single organization completed three surveys upon organizational entry, 30 days post hire, and approximately 90 days post hire. Structural equation modeling was utilized to conduct confirmatory factor analyses and the development of the measurement and structural models.
Leadership behaviors were significantly related to the development of leader-member exchange. Leader-member exchange also fully mediated the leadership behaviors. The collective and relational self-concept levels were correlated with leader-member exchange but failed to reach significance in the full structural model. Implicit leadership theories and absolute difference scores were significantly related to leader-member exchange development. Neither the self-concept nor implicit leadership theories moderated the relationship between leadership behaviors and leader-member exchange. Leader-member exchange had significant effects on all of the outcome variables.
|Commitee:||Dastoor, Barbara, Stone, Thomas|
|School:||Nova Southeastern University|
|Department:||Business Administration (DBA)|
|School Location:||United States -- Florida|
|Source:||DAI-A 71/03, Dissertation Abstracts International|
|Keywords:||Follower, Implicit leadership theories, Leader-member exchange, Self-concept, Transformational leadership|
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