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The authors integrate social cognitive theory with social exchange theory to examine how subordinates' perceptions of leader-member exchange (LMX) and moral disengagement mediate the relationship between congruence on implicit leadership theories (ILTs) of ethical leaders and characteristics recognized in one's supervisor (ethical ILT–supervisor alignment) and subsequent engagement-related outcomes (engagement attitudes, job satisfaction and supervisor-directed deviance). The authors then examine romance of leadership (ROL) as a moderator of these relationships.

The authors tested the theorized indirect effects and boundary conditions in a moderated mediation model using 180 working adults over three time points, in a polynomial regression framework using a block variable approach.

The authors found moderated indirect effects between ethical ILT–supervisor alignment and work-related outcomes via LMX and moral disengagement. ROL served as a boundary condition, such that the high levels bolstered the positive effects of ethical ILT–supervisor alignment.

The study results suggest that examining ethical leadership through the lens of implicit theories may be fruitful and highlight the importance of accounting for context when assessing the impact of ILTs.

The authors examine mutually exclusive sub-groups of congruent expectations for leader and follower roles relate to sub-groups of self-other endorsement, and how these patterns predict relationship quality.

The authors examine patterns of congruent implicit theories relate to patterns of self-other endorsement, at the dyadic level, using latent class analysis in 193 working-adult dyads. The authors then examine how these patterns predict leader and follower assessments of relationship quality using general linear models (GLM).

The authors supported 4 classes of dyads with specific patterns of congruent (or incongruent) ILT's and IFT's: Role congruent, exchange congruent, committed leader congruent, and role incongruent dyads. Class membership predicted leader-assessed leader-member exchange (LMX) and perceived support. The authors then supported 3 classes of self-other endorsement: dyads with mutual endorsement, leader identity endorsement, and no endorsement. Class membership predicted follower-assessed LMX, perceived support, and perceived contribution from leaders. Class membership corresponded meaningfully.

The authors empirically examine the extent to which relationship behavior can be understood: (1) by similar implicit theories, or (2) through identification with a leader or follower role. Moreover, the authors uncover unique combinations of congruence, and address a key challenge posed by traditional variable-oriented strategies typically used in LMX research.

The heady system of high‐pressure Continental air that drifted across the Atlantic and collided with the traditional cyclonic patterns of U.S. literary academe in the mid‐1960s precipitated a “Theory Revolution” that has brought a couple of decades of stormy and stimulating weather to the campus. The collision has produced occasionally furious debate and resulted for higher education in the kind of public attention customarily reserved for athletic scandals; it has kept tenuring processes in turmoil and publish‐or‐perish mills working round the clock.