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The study aims to closely look at the phenomenon of transformational leadership and the psychological capital of followers by using affective process theory (APT). It has empirically tested the mediation of the perceived emotional labor (EL) of a leader and susceptible emotional contagion (EC) of followers when studying the effect of transformational leadership on the psychological capital (PsyCap) of followers.

The method adopted was mixed methodology. The data were collected from the 120 respondents and their perception regarding the construct as identified by previous literature was captured through a structured questionnaire. The relationships and hypotheses were tested by the structural equation modeling (SEM) model using SMART PLS. Further 20 semi-structured interviews were conducted using a qualitative approach.

The current research has empirically shown how specific aspects of transformational leadership, i.e. individual consideration perceived by followers also show high use of perceived deep acting strategy. Deep acting EL strategy is impacting positive EC and positive EC is leading to higher PsyCap of followers generating more work efficacy, hope, optimism and resilience. Mediation of positive EC between Deep acting EL and PsyCap was also observed. In qualitative studies done with the participants, major themes that emerged were transformational leadership, EL strategies, EC and PsyCap.

In times of uncertainty and stress after the post-COVID scenario, employees are facing emotional burnout due to increased work pressure and workload. Transformational leadership has become very critical to manage the PsyCap of followers by using correct EL strategies. Leaders can focus on the optimism and resilience aspect of PsyCap.

The current research has taken affective process theory (APT) as a foundation to understand the connection between transformational leadership and the PsyCap of followers. The study has specifically picked up the fourth mechanism of affective linkage as suggested by Elfenbein (2014) called emotional recognition and seen how emotions are transferred from source (leaders) to recipient (followers). The research has contributed by empirically testing the mediation of the perceived EL of leaders and the susceptible EC of followers and how they affect the PsyCap of followers.

The term “destructive leadership” has been utilized as an overarching expression to refer to various “bad” leader behaviors thought to be associated with damaging outcomes for followers and organizations. Yet, there is a recognition in the broader leadership literature that leadership involves much more than the behaviors of leaders. It is a dynamic, cocreational process that unfolds between leaders, followers, and environments, the product of which results in group outcomes. In this chapter, I argue that in order to achieve a more balanced view on destructive leadership, it is vital to develop more integrative approaches that are grounded in the contemporary leadership discourse and that recognize flawed or toxic leaders, susceptible followers, and conducive environments as interdependent elements of a broader destructive leadership process. To this end, I provide a critique of the extant literature, propose a broader definition of destructive leadership, and discuss strategies to examine destructive leadership in a broader, holistic manner.

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.

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.

Moral disengagement answers the question of why “good” followers (those with high personal standards) go “bad” (engage in unethical and illegal activities). In moral disengagement, actors set aside the self-condemnation they would normally experience in order to engage in immoral activities with a clear conscience. Moral disengagement mechanisms encourage individuals to justify harmful behavior, to minimize personal responsibility for harm, and to devalue victims. The follower role makes individuals more vulnerable to moral disengagement. While all followers are susceptible to moral disengagement, some are more vulnerable than others due to such personal antecedents as lack of empathy, rigid and authoritarian beliefs, low self-esteem, and fear and anxiety. Retaining a sense of moral agency is the key to resisting moral disengagement. Exercise of moral agency can be encouraged by recognizing personal vulnerability; by never losing sight of the fact that “I” am at the center of any action, and by the on-going practice of self-questioning, such as modeled by the Quakers (Society of Friends).

Using signaling theory and the literature on psychological contracts, the authors investigate how leaders' personalities shape their followers' perceptions of the type of psychological contract formed. They also suggest that leaders' personalities impact their followers' perceived contract breach. Furthermore, the authors propose that power distance orientation in organizations acts as an important boundary condition that enhances or exacerbates the relationships between personality and contract type and personality and perceived breach.

Data were collected through multiple sources in Pakistan from 456 employees employed in 102 bank branches. Multilevel moderated path analyses provided reasonably good support for our hypotheses.

The leaders' personalities impacted the relational contracts of their followers in the cases of extraversion and agreeableness, whereas neuroticism had a significant relationship with the followers' formation of transactional contracts. Similarly, agreeableness, neuroticism and conscientiousness had significant relationships with perceived breach. Finally, the power distance of the followers aggregated at a group level moderated the personality-contract type and personality-perceived breach relationships.

This research advances understanding of psychological contracts in organizations. More specifically, it shows that the personality of leader would have profound impact on the type of contract their employees form and the likelihood that would perceive the breach of contract.

This research extends existing personality-psychological contract literature by examining the role of leaders' personalities in signaling to employees the type of contract that is formed and the perception of its breach. The role of power distance organizational culture as a signaling environment is also considered.

Using five categories summarized by Bass (1990), this chapter attempts to address three key questions about charismatic leadership:

• (1)

  What are the key behavioral dimensions of charismatic leadership?

• (2)

  How does charismatic leadership differ from other forms of leadership?

• (3)

  Who may become followers of charismatic leaders and when do they become followers?

What are the key behavioral dimensions of charismatic leadership?

How does charismatic leadership differ from other forms of leadership?

Who may become followers of charismatic leaders and when do they become followers?

By focusing on Weber’s original view of charisma, we suggest that his three dimensions of charismatic leader behaviors underlie most contemporary approaches. By considering these three dimensions in more detail, we demonstrate how this view allows for different views of leadership and is distinguishable from management. Finally, by extending Weber’s view and by identifying two types of charismatic leaders who differ in their power motives, we suggest how the characteristics of followers and the context influence followers’ acceptance of charismatic leaders as legitimate. Some implications for leadership effectiveness are discussed.