Leadership Processes and Follower Self-Identity by Robert G. Lord
By Robert G. Lord
Offering a follower-centered standpoint on management, this e-book specializes in fans because the direct determinant of management results since it is mostly via follower reactions and behaviors that management makes an attempt be triumphant or fail. as a result, management conception has to be articulated with a concept of ways fans create which means from management acts and the way this which means is helping fans self-regulate in particular contexts. during this publication, an test is made to strengthen the sort of conception, retaining that the vital build during this strategy is the self-identity of fans. In constructing this theoretical point of view, the authors draw seriously from a number of components of study and thought. the main serious constructs don't come at once from the management literature, yet from social and cognitive idea touching on follower's self-identity, self-regulatory methods, motivation, values, cognitions, and feelings and perceptions of social justice. Leaders can have profound results on those elements of fans and it really is via reading such oblique, follower-mediated management results that the majority principles relating to management concept and perform are developed.
Due to its huge theoretical concentration, this booklet is suitable to a couple of audiences. The authors' central hindrance is with the advance of management thought and the perform of management making the booklet suitable to audiences in administration, utilized psychology, and social psychology. they've got attempted to obviously outline key constructs and supply useful examples in order that the booklet can be available to complex undergraduate scholars. in spite of the fact that, the range of the underlying theoretical literatures and the complexity of the framework constructed additionally make the e-book applicable for graduate classes in these disciplines, and for readers with a qualified curiosity in management idea or perform.
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Additional info for Leadership Processes and Follower Self-Identity
Example text
Conversely, for individuals close to ideal and far from feared selves, explaining how they can avoid feared selves may have minimal effects, but linking work activities to ideal selves may be very motivating. Thus, leaders must not only understand both ideal and feared selves, they must have some sense of where subordinates see themselves with respect to these two possibilities, and leaders must be able to incorporate such information into leadership processes. TLFeBOOK 24 CHAPTER 2 Leaders can have a critical role in articulating possible selves (including feared selves).
Another important function of goals is that by providing a standard, they help make feedback meaningful (Carver & Scheier, 1998; Hyland, 1988). Social feedback from peers or leaders can gain meaning, in part, through comparisons to goals. To illustrate this process, consider the fact that performance feedback and performance levels typically show low relationships with satisfaction (Iaffaldano & Muchinsky, 1985; Petty, McGee, & Cavender, 1984). Yet, when such constructs are connected to goals and feedback is interpreted in terms of how discrepant it is from current goals, there may be very strong relations to satisfaction.
These deficiencies in externally based motivation create problems for leaders who are responsible to organizations or other constituencies for goal accomplishment because leaders may marshal only impoverished motivational mechanisms if they directly impose goals on subordinates. An alternative leadership approach, which we describe in chapter 5, is for leaders to view self-structures as a key mediational process. Leadership activities then can focus on activating the appropriate self, rather than directly stressing specific goals.



