Follower Dependence, Independence, or Interdependence: A Multi-Foci Framework to Unpack the Mystery of Transformational Leadership Effects

Qing Lu, Yonghong Liu and Xu Huang
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Qing Lu: Department of Human Resources Management, Zhongnan University of Economics and Law, Wuhan 430073, China
Yonghong Liu: Department of Management, University of North Carolina at Greensboro, Greensboro, NC 27412, USA
Xu Huang: Department of Management, Hong Kong Baptist University, Kowloon, Hong Kong, China

IJERPH, 2020, vol. 17, issue 12, 1-19

Abstract: We develop a multi-foci framework—“follower dependence,” “follower independence,” and “leader-follower interdependence”—to explain how transformational leadership influences follower performance. Follower’s personal identification with the leader, psychological empowerment, and leader-member exchange are employed as proxies for each of the three foci. Two separate studies consistently show that personal identification (denoting a “follower dependence” focus) is a more salient mechanism than the other two in explaining the transformational leadership-organizational citizenship behavior relationship. These results suggest transformational leadership is perhaps a theory of follower dependence rather than independence or interdependence. Theoretical implications, limitations, and future directions are discussed.

Keywords: transformational leadership; leadership process; multiple-mediator model; follower performance (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2020
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