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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 social relations model (SRM; Kenny, 1994) explicitly proposes that leadership simultaneously operates at three levels of analysis: group, dyad, and individual (perceiver and target). With this model, researchers can empirically determine the amount of variance at each level as well as those factors that explain variance at these different levels. This chapter shows how the SRM can be used to address many theoretically important questions in the study of leadership and can be used to advance both the theory of and research in leadership. First, based on analysis of leadership ratings from seven studies, we find that there is substantial agreement (i.e., target variance) about who in the group is the leader and little or no reciprocity in the perceptions of leadership. We then consider correlations of leadership perceptions. In one analysis, we examine the correlations between task-oriented and socioemotional leadership. In another analysis, we examine the effect of gender and gender composition on the perception of leadership. We also explore how self-ratings of leadership differ from member perceptions of leadership. Finally, we discuss how the model can be estimated using conventional software.

We examine the question of whether peer-mentoring programs in higher education develop leadership skills in student mentors.

The various forms of peer mentoring are discussed, as well as the benefits that these programs can bestow on mentors. We then turn to a discussion of the relationship between peer mentoring and leadership, and place particular emphasis on implicit leadership theories and the research in this area. A case study of a large peer-mentoring program at an Australian university is undertaken and the various aspects of implicit leadership theory are examined in the light of comments collected from both mentees and mentors.

Evidence of implicit leadership skills of mentors was seen in the responses of mentees. However, the explicit treatment of leadership skills in the peer-mentoring program needs to be approached in a more deliberate manner if students are to benefit fully from the experience of mentoring.

While the results of this study were inconclusive, it does provide a basis for further inspection of leadership development within peer-mentoring communities.

Drawing on the social-cognitive and motivational literature of leadership, the present study examines the influence of young adults' self-perceptions of leadership on their leadership self-efficacy (LSE) and motivation to lead (MTL) in their future career. The authors further examine gender and socio-economic status (SES) as important moderators of the proposed relationships.

The present investigation consists of a two-study research design, based on data collected from young adult samples across two culturally different countries, namely the UK (N = 267) and Japan (N = 127).

The study presents evidence of self-perceptions of leadership influencing LSE and MTL. The results further support the mediating role of leader self-efficacy. Regarding the moderating role of gender, results in both samples showed that the effects of leader self-efficacy on MTL were stronger for males. SES was found to moderate the effects of leadership self-perceptions of negative implicit leadership theories (ILTs) on LSE in the UK sample and the effects of leadership self-perceptions of positive ILTs on LSE in the Japanese sample.

This study fills the gap of empirical research focused on early adulthood influences on leadership development. In particular, this study has a three-fold contribution, by, firstly, developing a conceptual model that examines the role of young adults' self-perceptions of leadership on their self-efficacy as leaders and MTL; secondly examining contingencies of the proposed relationships; and thirdly testing the conceptual model in two countries.

The purpose of this paper is to seek answers to the question of the impact of different classes of strategy (generic and international) on firm performance in international markets.

Survey of 213 British SME exporters, using EQS.

The paper concludes that Porter's generic strategies have both a direct and an indirect impact through international marketing strategies on firm performance, and that the combined impact of the two levels yields better returns than either of them individually. Furthermore, it questions the wisdom of a stepwise approach to international markets and highlights the importance of a challenger strategy.

This research is limited to British SMEs and needs to be supplemented by research from other countries. Also, it explores the effect of only a limited number of confirmed international marketing strategies, excluding for instance the standardisation construct – a key construct in international marketing.

Managers may derive guidance in their planning by applying the model and the findings in their own deliberations.

Little agreement has been reached as to the impact of different international marketing strategies, let alone the classification of strategies themselves. This paper analyses firm strategy in two levels – generic strategies and five groups of international marketing strategies.

The purpose of this paper is to explore the possible consequences of the intra-individual level-based perceptions of participative, supportive and instrumental leadership styles and the dissonance factors of leadership styles perceptions on employee engagement using the information-processing and connectionist perspectives of leadership perceptions.

Hypotheses relating to direct and moderated effects of perceptions of leadership styles on employee engagement were tested using a two-stage intra-individual level study (n=172 in each stage). Hierarchical regression analysis was used to test the hypotheses.

The findings revealed that perceptions of preferred and experienced supportive leadership styles are individually important predictors of employee engagement. It was also revealed that differentiated leadership styles have stronger (complementary) effect on employee engagement when the perceptions of experienced participative and supportive leadership styles were aligned with perceptions of respective preferred leadership styles. Furthermore, it was also found that the low level compared to the high level of dissonance factor or the difference between preferred and experienced instrumental leadership style acted as a complementer on employee engagement.

This study has made contributions to facilitate scholars to build better information-processing models and implicit theories for differentiated leadership and employee engagement links. Finally, the study provides new information on the consequence of perceptions of leadership style and the dissonance factor of leadership perceptions on followers’ actions such as employee engagement.

This will be the first empirical study examining the relationships between the dissonance factor of leadership perceptions of participative, supportive and instrumental styles and employee engagement.

This issue is a selected bibliography covering the subject of leadership.

The purpose of this paper is to investigate the relationship between leaders’ work context and their prototypical implicit follower theories (pIFT). The authors assume a dual structure of pIFT and argue that leader preferences for certain employee traits and behaviours are influenced by their perception of the prevailing market conditions and organizational coordination mechanisms.

This study was conducted via an online-questionnaire with 182 US leaders from different industries. It surveyed leader's preferences for abstract and specific employee traits and behaviours, as well as their perceptions of the explorative and exploitative elements in their work context. To test for associations of corresponding variables representing leaders’ context and their employee prototype, data analysis was performed via multiple linear regression analysis.

The paper provides evidence for associations between leaders’ pIFT and their work context. The data suggest that leaders who perceive their organizational work environment as formalized consider Enthusiasm (p=0.003) and the pursuit of exploitative activities (p=0.023) as important employee characteristics, and those who experience the market conditions as dynamic show a preference for Good Citizenship behaviours (p=0.027) and the search for explorative activities (p=0.034). In terms of control variables the authors found that more mature leaders favour both exploration and exploitation in employees, while managers of larger teams emphasize exploitation in their pIFT.

The study was conducted with leaders in the USA; results are cross-sectional and representative for for-profit organizations. Potential limitations arise from a lack of generalizability of the results to others forms of organizations, cultures and work settings.

The paper provides the outline of an “ideal employee profile” for the leaders in the sample and describes potential implications of pIFT for organizational strategy relating to personnel-related decisions.

This study provides the first empirical link between leaders’ ideal employee image and work context, and enables a deeper understanding of the structure and content of pIFT.