Romance of Leadership
Our examination of follower-centric views begins with a focus on what the leadership literature describes as the romance of leadership. Meindl et al. (1985) proposed a social constructionist theory to describe the relationship between leadership and followership. They argued that leadership is significantly affected by the way followers construct their understanding of the leader in terms of their interpretation of his or her personality, behaviors, and effectiveness. Accumulated research on the romance of leadership has produced mixed findings. Schyns et al. (2007) conducted a meta-analysis to determine whether they could tease out the effects controlling for such things as measurement error and sampling bias while focusing on whether followers had a tendency to romanticize their perceptions of transformational/charismatic leadership. Their results revealed a modest relationship between the romance of leadership and perceptions of transformational/charismatic leadership, accounting for approximately 5% of the variance in leadership ratings. In another study, Kulich et al. (2007) examined the relevance of the romance of leadership theory through an experiment that compared how the performance of a male and a female leader was viewed by allowing participants to choose how much of a bonus to allocate to the leader. Their results showed that the male CEO’s bonus differed substantially depending on the company’s performance, whereas no differences were reported for the female CEO. Bligh et al. (2007) found that followers’ negative views of their work environment were overly attributed to their leaders’ in that they viewed the leader as more responsible for these negative outcomes and situations than was warranted. Along the same lines, Weber et al. (2001) reported that group success and failure were overly attributed to the leader. However, these authors also reported that attributions of failure to the leader may have had more significant negative repercussions, with the failing team consistently voting to replace their leaders when the situation was more of the cause for the team’s failure.
โรแมนติกของผู้นำ Our examination of follower-centric views begins with a focus on what the leadership literature describes as the romance of leadership. Meindl et al. (1985) proposed a social constructionist theory to describe the relationship between leadership and followership. They argued that leadership is significantly affected by the way followers construct their understanding of the leader in terms of their interpretation of his or her personality, behaviors, and effectiveness. Accumulated research on the romance of leadership has produced mixed findings. Schyns et al. (2007) conducted a meta-analysis to determine whether they could tease out the effects controlling for such things as measurement error and sampling bias while focusing on whether followers had a tendency to romanticize their perceptions of transformational/charismatic leadership. Their results revealed a modest relationship between the romance of leadership and perceptions of transformational/charismatic leadership, accounting for approximately 5% of the variance in leadership ratings. In another study, Kulich et al. (2007) examined the relevance of the romance of leadership theory through an experiment that compared how the performance of a male and a female leader was viewed by allowing participants to choose how much of a bonus to allocate to the leader. Their results showed that the male CEO’s bonus differed substantially depending on the company’s performance, whereas no differences were reported for the female CEO. Bligh et al. (2007) found that followers’ negative views of their work environment were overly attributed to their leaders’ in that they viewed the leader as more responsible for these negative outcomes and situations than was warranted. Along the same lines, Weber et al. (2001) reported that group success and failure were overly attributed to the leader. However, these authors also reported that attributions of failure to the leader may have had more significant negative repercussions, with the failing team consistently voting to replace their leaders when the situation was more of the cause for the team’s failure.
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