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The purpose of this paper is to investigate the tendency of leaders to select their followers depending on their human capital factors such as age, education level, previous working experience and training.

The participants were 1,388 employees working in a randomly selected sample of 289 small-sized businesses operating in Yemen. A self-reported questionnaire was used to collect the data. The correspondence analysis method was used to explore the tendency of leaders to select their followers depending on their human capital factors.

We found significant corresponding relationships between leadership styles and the selection of the followers' human capital factors. The passive avoidant style was found to select middle-age, long-experience and fully-trained followers. Transactional style on the other hand was found to select young, middle-level experience and non-trained followers. The transformational leadership style was found to have no selection preferences towards any of the human capital factors except for working experience.

Although, some previous studies tried to understand the leaders–followers relationships, no one investigated the tendency of leaders to select their followers according to their preferences. This study contributes significantly to the leaders–followers theory by studying the selection process of the leadership style of their followers' human capital factors. Understanding this phenomenon could help explain why some leadership styles are more effective than others, especially in very limited resources contexts such as micro-sized businesses.

For the past several decades, the field of global leadership has made noteworthy theoretical and empirical progress. The role of a global follower, however, has not been addressed to date. This chapter focuses on global followers and global followership as vital elements of a global leadership process supporting a traditional followership view that “leadership can only occur if there is followership” (Uhl-Bien, Riggio, Lowe, & Carsten, 2014, p. 83). Two assumptions ground the arguments: global leaders and global followers are engaged in a partnering process of global leadership, and followers and global followers have distinctive characteristics influenced by their specific environments. To explore those assumptions, we start by introducing the followership theory and relevant followership characteristics. Subsequently, we address the role of context in global leader–follower dynamics, extrapolate global followership characteristics from relevant multidisciplinary literature, and offer an example of a global leader–follower partnership. Next, we examine mentions of global followers and global followership in academic and nonacademic literature, and define a global followership construct. The conceptual framework, global followership model, research agenda, and practical implications conclude the manuscript.

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.

The purpose of this paper is to elaborate an integrative framework that positions diversity considerations in a continuum of various leadership theories. The authors thus seek to differentiate between distinct leadership styles and assess their potential in fostering inclusive leader behaviors.

The authors proceed to a brief review of the extant literature on diversity leadership by distinguishing between diverse followers and diverse leaders on one hand, and leadership styles in diverse and heterogeneous teams, on the other. The authors then provide a rationale for leadership theories that are more likely to support leader inclusiveness and foster inclusive leader and follower behaviors.

Four distinct theoretical frameworks capturing the importance of emerging leadership theories (ethical, authentic. servant and spiritual leadership) for informing caring and inclusive climates, are introduced. The authors thus seek to delineate leadership styles effectively entrenched in organizational environments valuing, affirming and supporting diversity, which can better fit to inclusiveness goals.

In view of designing and implementing inclusive initiatives, organizations should consider the specific context in which diverse leaders operate and through which diverse followers interact with diverse leaders. In so doing, corporations should encourage leadership styles that effectively combine goal attainment with an unconditional affirmation of the intrinsic value of diversity.

The paper offers certain insights into the particular conditions that may help organizational leaders implement inclusion strategies facilitating thriving and fulfillment of diverse employees. In this respect, the authors elaborate on distinct leadership frameworks that are more pertinent to, and commensurate with inclusiveness objectives.

The common notion that leaders should be ethical, good, responsible and trustworthy has been strongly challenged in the fields of business and politics worldwide. Due to the high prevalence of unethical leadership by immediate supervisors and decline in trust in leaders (Cowart, Gilley, Avery, Barber, & Gilley, 2014), scholars started to pay closer attention to the dark sides and destructive aspects of leadership. Many different concepts are suggested to define the dark side of leadership, and each of them captures similar but distinct dimensions. In this vein, Einarsen and colleagues' (2007) constructive and destructive leadership model serves as an umbrella concept for different types of dark sides of leadership, covering concepts which have been studied separately such as abusive supervision, tyrannical leadership, petty tyranny, toxic leadership and leader derailment. The present chapter aims to provide a summary of the definitions of these interrelated constructs to acknowledge some other leadership (e.g., paternalistic leadership, pseudo-transformational leadership) and personality styles (e.g., Machiavellianism, narcissism) that have not been considered in this framework and to provide suggestions for future research.

Police leaders and leadership remain understudied within existing criminal justice scholarship. Using data derived from police supervisors participating in the Federal Bureau of Investigation (FBI) National Academy program, the purpose of this paper is to examine effective leaders and leadership. Specific consideration is given to the traits and habits of effective and ineffective leaders, the assessment of leadership efficacy, the development of leaders, and the barriers to the expansion of more effective leaders and leadership in contemporary policing.

Surveys were administered to over 1,000 police supervisors. Respondents ranked the traits and habits of effective and ineffective leaders, methods to evaluate leadership efficacy, and barriers to the expansion of more effective leaders and leadership. Though a convenience sample, the supervisors represent a diverse mix of police agencies of various sizes and types from around the world.

Ratings suggest respondents saw effective and ineffective leaders as expressing nearly opposite sets of traits and habits. Efficacy was most strongly linked with integrity, work ethic, communication, and care for personnel; ineffective leaders were characterized as failing to express these traits. Respondents cast leadership development as a process best‐achieved through a mixture of training/education, experience, and feedback. Surprisingly, the most highly‐rated barriers to the expansion of effective leaders and leadership practices were not fiscal, but cultural, structural, and political.

Findings suggest key policy implications for police organizations and the policing profession. Many highly‐rated traits and habits may be linked with personality traits; this could complicate the capacity of leadership development initiatives to enhance these behaviors. Results suggest development programs need to do more than simply expose students to a diverse set of theories and perspectives of leadership; mentoring and guided experience were also rated as helpful. Major barriers to the expansion of effective leadership were not issues easily or quickly overcome, complicating the long‐term prospects of enhancing the quality of leadership within policing.

Given the paucity of systemic and large‐scale studies of police leadership, the findings offer important parameters to guide future research efforts. Though some results validate what might be assumed about police leadership, that validation is largely absent from the extant literature. The results provide a starting basis to guide subsequent research assessing the outcomes, evaluation, and development of police leaders.

Drawing on existing theory, a model is developed to illustrate how the interaction between leaders and followers similarity in narcissism and goal congruence may influence subgroup formation in teams, and how this interaction influences team identification and team performance.

The proposed model draws on dominance complementary, similarity attraction, faultline formation and trait activation theories.

Leader–follower similarity in narcissism and goal congruence may stimulate subgroup formation, possibly resulting in conformers, conspirators, outsiders and victims, especially when performance pressure on a team is high. Followers who are low in narcissism and share goals with a leader who is narcissistic are likely to become conformers. Followers who are high in narcissism and share goals with a narcissistic leader are likely to become confederates. Followers who do not share goals with a narcissistic leader will be treated by the leader and other members as outsiders if they are high in narcissism, and victimized if they are low in narcissism. In addition, the emergence of these subgroups leads to reduced team identification and lower team performance.

Higher level managers, coaches and human resource professions can assess and, if necessary, counteract low team identification and performance resulting from the narcissistic personality characteristics of leaders and followers.

The model addresses how and under what conditions narcissistic leaders and followers may influence subgroup formation and team outcomes.

Demographically similar individuals often believe they are similar, in spite of the differences in values, beliefs and expectations. However, dissimilar dyads experience will encounter more interpersonal difficulties due to misunderstandings, misperceptions and conflicts of interest. The purpose of this paper is to investigate the impact of leadership expectation gap on LMX quality and the moderating role of ethnic and nationality dissimilarity between manager and their superior on the relationship between leadership expectation gap and LMX quality.

This study adopted a quantitative research design. A purposive sampling survey of 137 lower-to middle-level managers working under the supervision of Malaysian and Japanese superiors in Japanese multi-national corporations was conducted to test the hypotheses of this study.

The study found the following: leadership expectation gap has a significant and negative effect on LMX quality; and ethnic dissimilarity and nationality dissimilarity moderates the relationship between leadership expectation gap and LMX quality.

There is a need for a comprehensive training programme for both leaders and followers, towards developing their interpersonal skills on how to work better and more effectively in the workplace. Furthermore, prior to the start of the expatriate assignment, organisations can help expatriate superiors to adapt themselves by providing pre-departure and cross-cultural training.

This paper addresses an important and not so well researched issue. It analyses the moderation effect of ethnic and nationality dissimilarity between manager and their superior on the relationship between leadership expectation gap on LMX quality in the Malaysian context.