Sensing the Force: Followers’ Preferences, Perceptions, and Responses to Leaders’ Power Use
Restricted (Penn State Only)
- Graduate Program:
- Psychology
- Degree:
- Doctor of Philosophy
- Document Type:
- Dissertation
- Date of Defense:
- May 30, 2013
- Committee Members:
- Rick R Jacobs, Dissertation Advisor
- Rick R Jacobs, Committee Chair
- Samuel Todd Hunter, Committee Member
- Susan Mohammed, Committee Member
- Weichun Zhu, Committee Member
- Keywords:
- leadership
- power
- ethics
- followers
- performance
- justice
- Implicit Leadership Theories
- Organizational Citizenship Behavior
- Abstract:
- A leadership model is proposed to examine how followers’ characteristics, perceptions, and preferences impact the effects of leader power use on followers’ in-role and extra-role performance. This model was tested using two studies. The first study utilized experimental policy capturing methodology to examine how followers’ personalities and implicit leadership beliefs impact their preferences for leader power styles, ethical leadership, and organizational justice. Cluster analysis of followers’ captured policies identified four distinct models which followers use to evaluate leadership dynamic characteristics. The second study was a field study of U.S. Air Force Academy Cadets designed to determine how followers’ implicit leadership theories, perceptions of ethical leadership, and observations of organizational justice moderated the relationships between leaders’ power use and followers’ performance.