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The purpose of the article is to examine the interplay between charismatic leadership and two follower characteristics in predicting safety behaviors during the Covid-19 pandemic in two distinct countries.

The quantitative investigation was conducted during the first wave of the Covid-19 crisis in India and Germany. Given the importance of safety behaviors during the pandemic, the authors proposed high charismatic public leadership, the perception of crisis and belief in science of the constituent influence safety behaviors.

Consistent with the hypothesis, the authors found that there was a positive relationship between charismatic leadership and safety behaviors. Contrary to the expectations, belief in science did not moderate the relationship between charisma and safety behaviors. Opposite to the hypotheses, the relationship between charisma and crisis was stronger under followers' low in perception of crisis.

The findings contribute to the understanding of charisma during a crisis and the role of followers' perceptions. Implications include raising awareness about the importance of charismatic leadership in encouraging critical safety behaviors during a crisis, but these effects depend in part on the followers' attributions of the public leader.

Drawing on follower-centric leadership theory, the study examines the role of perceived homophily between the leader and the follower, follower's individual-level power distance orientation (PDO) and follower's perceived employability in moderating the effects of authoritarian and benevolent paternalistic leadership (BPL) on followers' turnover intentions.

The study analyzes a sample of 403 white-collar Russian employees.

Whereas both leadership styles generally decrease followers' turnover intentions, they operate differently. Authoritarian leadership (AL) is more effective among followers with higher follower-leader homophily and PDO, whereas BPL is effective only among followers with low perceived homophily and PDO, and more effective among followers with higher perceived employability.

The study extends research on non-participative styles of leadership, their effects and boundary conditions.

The purpose of this paper is to examine the relationships between authentic leadership and team climate across 22 months. More specifically, three alternative causation models (normal, reversed, reciprocal) were tested.

The longitudinal study was conducted among 265 Finnish municipal employees (87.5 per cent women, mean age 48.4 years). The participants completed a questionnaire three times: at baseline (T1), about 14 months after baseline (T2) and about eight months after the second questionnaire (T3).

The cross-lagged analyses based on structural equation modelling lent support to the reversed causation model more than the normal causation and reciprocal models. More specifically, team climate at T2 predicted authentic leadership across eight months at T3. Thus the study suggests that positive team climate (i.e. vision, participation safety, task orientation, and support for innovation) may foster authentic leadership in the long term and not vice versa.

The findings suggest that − besides improving team climate and authentic leadership themselves – team climate should be improved in order to enable authentic leadership to develop and flourish. It is important to emphasize that in forming the team climate employees are active agents and not passive targets.

The study is among the first to test different causal models regarding authentic leadership and team climate. From the theoretical viewpoint, the findings suggest that follower-centric theories of leadership merit greater attention in the future.

The purpose of this paper is to refine and validate the most widely used leader behavior measurement instrument, LBDQXII, into a more parsimonious instrument for assessing cognitive templates of preferred leader behavior across cultures.

The 100-item LBDQXII survey was administered to 6,451 participants from 14 countries; these data were used to refine the survey.

The shorter survey instrument is a valid and reliable tool for assessing preferred leader behavior. Four periods in the LBDQXII “evolution” are identified: emergence, expansion, stagnation and revival.

The new LBDQ50 can be used to collect data across cultures, contributing to both global management development and scholarly studies.

This project corresponds to calls to shorten the well-established leader behavior instrument into a measurement tool that is reliable and valid across cultures and languages. This can be administered by both private and public organizations, contributing to greater effectiveness. Furthermore, it retains its scholarly scope encompassing follower-centric studies of leadership.

Leadership processes are found in all aspects of life and can be better understood and improved within and across cultures using the shorter version.

An efficient instrument to measure preferred leadership behavior across and within cultures. The availability of the LBDQ50 will allow practitioners and researchers to advance understanding of preferred leadership behavior as a predictor of organizational effectiveness. Most such instruments are overly-long, which hinders data collection opportunities. This newly developed instrument can lead to better response rates and easier applicability in organizational settings.

The purpose of this paper is to understand the role of interaction in the process of leadership. Interaction has been claimed to be a leadership competence in earlier research into leadership in the Royal Navy. The aim of this research is to define how interaction works within naval teams.

The research uses Grounded Theory. Following a series of leadership discussions in separate focus groups, discussion topics were coded and subjected to recursive qualitative analysis. The grounded approach is used to synthesise and develop existing leadership theory strands as well as to extend the trait-process approach to leadership.

The research discovers the key interaction behaviours of engagement, disengagement and levelling. Our findings support recent developments in follower-centric perceptions of leadership and in interaction specifically. The authors develop engagement theory by combining it with the less well researched area of leadership resistance. The authors then re-frame resistance as social levelling, a more comprehensive interaction mechanism.

The research is highly contextual because of its qualitative approach. Some of the detailed reactions to leadership behaviours may not found in other naval or military teams and are unlikely to be generalisable to non-military environments. However, the mechanism described, that of engagement, disengagement and levelling is considered highly generalisable if not universal. Rather than develop new theory fragments in an already confusing research environment, the authors fuse engagement and resistance theory to extend trait-process theories of leadership. The result is a coherent and integrative model of leadership dynamics which frames leadership in the mundane interaction of leaders and followers.

Interaction as a competence is strongly supported as is the encouragement of cultures which promote interaction. Selection procedures for future leaders should include interaction skills. The use of subtle methods of resistance are highlighted. Such methods may indicate poor interaction long before more overt forms of resistance are apparent.

The continual monitoring of leaders and implied ambivalence towards leadership could be critical to our understanding of leadership. A dynamic feedback circle between leaders and followers may be a more useful paradigm for the characterising of leadership throughout society. A better understanding of the power of followers to frame and re-frame leadership would help to manage the expectations of leaders.

This research uniquely uses Grounded Theory to extend current theories (competence based leadership and trait-process theories of leadership), explaining the complexity of leadership interaction. The research also synthesises and develops engagement and levelling (resistance to leadership) theories for the first time. As such the project suggests a full range model of follower response to leadership including subtle forms of resistance to power. The value of group-level analysis using focus groups is recommended, especially for other collective leader-follower approaches to leadership. The research is of interest to those studying leadership process theories, competencies, leader-follower traditions, engagement and power/resistance research.

Through his call to “reverse the lens” in leadership, Shamir (2007) helped trigger the emergence of followership theory as a new field of study in leadership research. While followership theory brings exciting new opportunities to leadership studies, it also introduces theoretical and conceptual challenges for researchers. In this chapter we address these challenges by showing how followership can be positioned fully within the leadership construct. We extend Shamir’s (2007) call for a balanced view in leadership by showing how followership theory adds new perspectives on the ways in which we can study leadership as a dynamic, fluid, relational process. The alternative views we present (e.g., position, role, identity, constructionist, and co-creation) approach leadership study from a range of paradigmatic perspectives that allow us to more fully capture the behaviors, interactions, relational dynamics, and processes through which leadership and followership are created and constructed. We conclude by reflecting on Shamir’s legacy as a scholar, and the contributions he made through his willingness to not only open his mind, but also to constructively challenge alternative perspectives and views.

The purpose of this paper is to explore the Chinese leader–follower interaction model in school cases considering followers’ effect at varying social distances.

This study uses a case study approach.

First, Chinese leader–follower interactions in school cases are flexible in practice. Second, within leader–follower flexible interactions, contradictory perceptions and field-of-work consciousness foster different behavior choices between leaders and followers. Third, perceptions concerning the proximity of leaders to followers are positively influenced in relation to hierarchical distinctions and negatively influenced owing to private connections. Finally, the perceived leader distance of leaders from followers further influences the contradictory perceptions and field-of-work consciousness of leaders and followers and positively influences the degree of flexible leader–follower interaction.

This study examined a single institution; hence, results may have been influenced by school-specific features and conditions. Future research should study more organizations to explore whether their unique characteristics and contexts could affect leader–follower interactions, thus providing more generalized and universally applicable conclusions.

First, this study proposed a leader–follower flexible interaction model in school cases and the concepts of field-of-work consciousness and contradictory perceptions, exploring the active effects of followers in the leadership process to offer guidance toward better understanding the leadership process. Second, it was found that private connections between leaders and followers, as well as hierarchical differences, influenced the perceptions of both leaders and followers concerning leader distance in a Chinese context, and the influence of leader distance on leader–follower interactions was also analyzed.

By following the leadership theory, social exchange theory and social learning theory, we aimed to examine the conditions under which servant leadership (SL) develops in bureaucratic organizations and explore its influences on organizational culture and member behavior.

Based on a survey of the South Korean Army, this study conducted the hierarchical linear modeling (HLM) analysis to investigate the research model.

We found that SL was positively associated with formalized organizational structure and negatively associated with centralized organizational structure. Additionally, SL created a relation-oriented organizational culture (ROOC) and significantly enhanced battalion members' organizational commitment (OC). Furthermore, ROOC significantly mediated the relationship between SL and OC.

These results suggest that SL could emerge in both formalized and decentralized bureaucratic organizations. Moreover, SL appears to create an organizational culture that promotes collaboration, and such a ROOC seems to mediate the positive influence of SL on followers' OC.