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This study aims to integrate social identity and leader–member exchange (LMX) theory to investigate the processes and boundary conditions around LMX–performance relationships. Through the application of two leader–follower subsamples, the authors test three main objectives. What is the effect of multi-dimensional dyad value-congruence on LMX and how does congruence on these dimensions differentially influence leader and follower perceptions of LMX? In a subsample of followers including supervisor-rated performance, the authors develop a model that examines how individual values moderate the effect of dyad contact on supervisor-rated job performance mediated by follower LMX.

The participants for this study include graduate and undergraduate social work students who were taking part in a one-year work placement within a social work organization as well as their immediate supervisors. Across a four-month period, participants filled out measures of their supervisor contact, work values and LMX. Supervisor-rated performance was also included.

Findings from the dyadic subsample show that growth value congruence is a predictor of follower-rated LMX, with value congruence across all values having no effect on leader-rated LMX. Within a subsample of followers, findings suggest that follower-rated LMX mediates the relationship between dyad contact and supervisor-rated job performance, with individual work values moderating this effect.

The current study offers several contributions to the literature on LMX and job performance. First, in this study’s dyadic leader–follower sample, the authors extend propositions made by social identity theory around value congruence and LMX by offering support for a multi-dimensional and multi-target approach to questions of values and LMX. Second, within this study’s larger non-dyadic sample, the authors offer insights into previous conflicting findings around dyad contact and LMX, by offering support for the indirect effect of dyad contact on supervisor-rated performance via LMX. Third, within this second sample, the authors also extend the literature on values and LMX to show that the process through which LMX influences job performance is dependent on follower values.

To open your heart to others is a physical act of leadership. It can include crying and inspire hugs. In this chapter, I explore what it means to open your heart, why doing so is an act of leadership, how to do it, and why it is difficult to do. Opening your heart to others is both the simplest, most natural thing in the world, and tremendously difficult at the same time. It means sharing a part of ourselves that others will recognize as real and true, and important in a way that feels incredibly vulnerable. Opening your heart is a way of creating and working with the connection between people. Actors have long recognized that the single biggest barrier to achieving the kind of connection that comes from opening your heart is playing status games with each other. The challenge for the leader is to transcend the status game and stop playing it in a way that doesn’t damage their status as a leader. I offer an example of how Frank showed real leadership by overcoming his fear and opening his heart to his employees.

This study aims to examine the nature and impact of information overload and related coping strategies in the context of apparel shopping. It also examines perceptions of overload and coping strategies as antecedents to consumer confidence, shopping orientation and leader/follower status.

Focus groups and previous literature are used to develop components for a survey of US consumer perceptions. The 205 valid responses were factor analyzed to identify components of information overload and coping strategies, and cluster analysis was used to identify groupings of consumers around those constructs.

Consumer segments that result from cluster analysis show meaningful descriptions regarding information flow, over‐choice and coping strategies. Segments also differ on confidence level, shopping orientation and fashion leadership in ways that appear logically related to their information and coping strategy perspectives.

The study does not explore the underlying psychological and intellectual processes that influence attitude toward information flow and coping strategies.

By categorizing consumer attitudes toward and strategies for coping with too much information, the study offers the industry insight into how modern marketing strategies may backfire rather than create knowledgeable consumers ready to adopt the latest products made available to them.

This study is the first to view information overload and coping strategies as antecedents to confidence, shopper orientation and fashion leadership.

The success of an organisation is very much determined by the organisational citizenship behaviour of its employees, and the leader plays a substantial role in strengthening this positive behaviour as it helps in disseminating the best practises amongst its stakeholders. The aim of this study is to examine if psychological ownership mediates the association between inclusive leadership and organisational citizenship behaviour. Additionally, it is examined whether leader–follower value congruence has a moderating role in the influence of inclusive leadership on the psychological ownership of the employees.

Data from 292 employees working in Indian hotels were collected utilising supervisor–supervisee dyadic design. The study utilised partial least squares (PLS-SEM) to test the hypothesised associations.

The outcomes of the study found that psychological ownership acts as a complementary mediator between inclusive leadership and organisational citizenship behaviour and the moderating impact of leader–follower value congruence strengthens the association concerning inclusive leadership and psychological ownership. The study’s findings indicate that leader–follower value congruence is of utmost importance in strengthening follower's constructive behaviour.

The study offers relevant inputs and measures for HR professionals in the Indian hospitality industry to acknowledge, strengthen and reward inclusive leadership, along with ways of promoting leader–follower value congruence that have significant positive outcomes in terms of the improvement in the sense of ownership and citizenship behaviour amongst the employees.

In the post-pandemic scenario, the hospitality industry has picked up the pace of growth, leading to an increased requirement for talented resources in the industry. Keeping this background in mind, the top management must keep an eye on their inclusive leaders, as they are the pillars in creating a culture of ownership and positive behaviours in the organisation.

This study examines how perceptions of injustice, anger, and group identification motivate follower intentions to engage in collective action against leaders. The study revolved around the Malaysian prime minister’s actions and responses toward allegations of misuse of public funds. Responses from 112 Malaysians via a cross-sectional survey revealed that follower perceptions of leader injustice are significantly related to anger toward the leader, which in turn is related to intentions to engage in collective action. The relationship between perceptions of distributive injustice and anger is moderated by group identification, while group efficacy moderates the relationship between anger and collective action intentions.

The purpose of this paper is to examine potential consequences of helping behaviors on leader and follower relationship satisfaction and transformational leadership (TFL) ratings. It is argued that follower helping behaviors can violate leaders’ and followers’ expectations of each other, and especially disadvantage male leaders because of gender-role stereotypes.

Two studies were conducted. In Study 1, data were collected from 61 dyads (25 male and 34 female supervisors, 23 male and 38 female subordinates, two participants did not disclose their gender; M _age=35.56 years, SD=10.41). In Study 2, data were collected from 125 participants (66 female and 58 male subordinates, 22 female and 25 male supervisors; 79 respondents did not disclose their gender; M _age=39.21 years, SD=11.25).

Helping behaviors were positively associated with relationship satisfaction suggesting that leaders were amenable to receiving help from followers (Study 1). However, follower helping behaviors were negatively related to TFL ratings for male but not female leaders (Study 2).

While leaders may be amenable to increased follower involvement in leadership, future research is needed to investigate followers’ openness to, and intentions behind increasing their involvement in leadership, as well as strategies for leaders to mitigate unintended consequences.

For the sake of their TFL ratings, leaders should minimize any direct benefit from follower helping behaviors, and emphasize how follower helping behaviors aid follower development and/or benefit the organization.

The findings illustrate the dual-nature of follower helping behaviors: they have the potential to enhance leader relationship satisfaction, and also compromise perceptions of TFL.

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

Drawing upon social comparison theory, this paper explores the (in)congruence effect of leader and follower overqualification on leader's downward envy, which in turn leads to leader undermining behavior.

Using two-wave, multi-sourced data gathered in China, a polynomial regression was conducted on 301 leader-follower dyads.

Results show asymmetrical incongruence effects, indicating greater leader's downward envy when leader overqualification was lower than follower overqualification. In addition, by increasing downward envy, leader-follower (in)congruence in overqualification has an indirect positive effect on leader undermining behavior.

This study highlights the importance of being conscious of both parties’ overqualification levels to avoid unfavorable outcomes. Meanwhile, training for both parties is crucial, offering a holistic understanding of leader-follower overqualification differences and downward envy, as well as skills to manage “triggers” of leader undermining.

Our study is among the first to examine the effects of overqualification from a leader-follower dyadic congruence perspective. It suggests that leader's downward envy and undermining behaviors toward followers are influenced by both follower and leader overqualification.

Assumptions regarding the effect of leader self-enhancement values on leader-follower relationships are oversimplified. To advance this conversation, we test non-linear and congruence effects. We hypothesize that leader self-enhancement values (via prestige) have an inverted U-shaped relationship with employee perceptions of leader-member exchange (LMX) and leader interpersonal justice, and that leader-follower incongruence is negatively related to LMX and interpersonal justice.

To evaluate our hypotheses we use hierarchical regression, polynomial regression, and surface plot analysis. Our sample consists of 193 leader-follower dyads from a variety of organizations.

LMX and interpersonal justice increase as leader self-enhancement increases, but begin to decrease at higher levels of self-enhancement values. Additionally, leader-follower self-enhancement incongruence is negatively related to interpersonal justice. Finally, LMX is lowest when leaders are higher than followers in self-enhancement values compared to when followers are higher than leaders.

It is critical to evaluate the level of leader self-enhancement values and/or the joint influence of the follower values (self-enhancement) to fully understand the effect of leader values on follower perceptions of the dyadic relationship. Organizations interested in facilitating high-quality leader-follower relationships should focus on the levels of the values and on mechanisms that facilitate leader-follower value alignment.

This work extends prior research assuming a direct, linear effect of leader self-enhancement values on follower outcomes. To fully understand the influence of leader values it is important to consider curvilinear and congruence effects.