*Apologies for cross-postings*
Dear colleagues
Please see below the call for the LQ Special Issue we are editing on Implicit Leadership and Followership Theories. The deadline for submitting manuscripts is 1st April 2015. We are looking forward to receiving your submissions!
Roseanne, Tiffany, Olga & Patrick
Leadership Quarterly Special Issue on Dynamic Viewpoints on Implicit Leadership and Followership Theories
Guest Edited by
Roseanne Foti, Virginia Tech, USA (rfoti@vt.edu)
Tiffany Keller Hansbrough, Fairleigh Dickinson University, USA (thansb@fdu.edu)
Olga Epitropaki, ALBA Graduate Business School at the American College of Greece, Greece and Aston University, UK (oepitrop@alba.edu.gr)
Patrick Coyle, Virginia Tech, USA (Coylep23@gmail.com)
Research on Implicit Leadership Theories (e.g., ILTs, Lord, Foti, & De Vader, 1984; Lord & Maher, 1991) spans over thirty years and has offered significant insights into our understanding of leadership perceptions. Recently, a new and exciting field of research, Implicit Followership Theories (e.g., Shondrick & Lord, 2010; Sy, 2010), has infused the field with new vigor. Whereas ILT research originally utilized categorization theory (Rosch, 1978) as the main theoretical foundation and focused mainly on prototype matching processes, more recent perspectives (e.g., Hanges, Lord, & Dickson, 2000; Lord, Brown, & Harvey, 2001; Lord & Shondrick, 2011; O'Malley, Ritchie, Lord, Gregory, & Young, 2009) have attempted to capture the inherently dynamic and complex nature of leadership and followership prototypes. Such perspectives allow for the possibility that ILTs/IFTs are not static and change may take place at the individual, relational, or organizational level of analysis. To that end, the aim of this special issue is to capture recent theoretical and empirical developments in Implicit Leadership and Followership Theories and address some of the following questions:
· Which theoretical advancements has the field undergone in recent years? For example, how can theories from other disciplines (such as catastrophe theory, the person perception literature, and identity theory) inform our understanding of the dynamic nature of implicit leadership and followership schemas?
· What do new studies reveal about the content of ILTs and IFTs in multi-cultural, diverse contexts? Are leadership and followership schemas bounded by organizational and national contexts?
· Does the traditional measurement of ILTs and IFTs using trait-lists sufficiently capture the implicit, or off-line processing, implied by ILTs/IFTs? How might exciting new methodologies such as simulations, and implicit and physiological measures help us deepen our understanding of implicit phenomena such as ILTs and IFTs?
· What key insights on leadership perceptions can we draw from pattern-oriented approaches? Do patterns of ILTs and IFTs predict leader and follower outcomes better than do their individual dimensions?
· How does a match in ILTs and IFTs impact proximal and distal outcomes in organizational settings, such as leader–follower relationships, job attitudes and performance?
· What are the key antecedents of ILTs and IFTs in applied settings?
· How do ILTs and IFTs change over time? Which patterns of change can we observe in narrow time spans (e.g., diary studies) vs. longer time spans (e.g., from youth to late adulthood)?
· What is the role of emotion and affective processes for ILT and IFT activation and change over time?
· What are the implications of ILTs and IFTs for leadership emergence in team settings?
· How do ILTs and IFTs prime leader and follower identities and views of self as a leader or follower? In what ways might organizations shape leader identity and ILTs/IFTs to foster leadership development?
Theoretical and empirical papers addressing the above questions are invited for the special issue that will be published in April/June 2016.
The deadline for submitting manuscripts though the online submission system (http://ees.elsevier.com/leaqua/) is 1st April 2015; choosing SI: Leadership Theories as the article type.
Enquiries about the special issue can be addressed to the special issue editors.
References
Hanges, P. J., Lord, R. G., & Dickson, M. W. (2000). An information-processing perspective on leadership and culture: A case for connectionist framework. Applied Psychology: An International Review, 49(1), 133–161.
Lord, R. G., Brown, D. J., & Harvey, J. L. (2001). System constraints on leadership perceptions, behavior and influence: An example of connectionist level processes. In M. Hogg, & R. Tinsdale (Eds.), Blackwell handbook of social psychology. Group processes, 3. (pp. 283–310). Oxford, England: Blackwell.
Lord, R. G., Foti, R. J., & De Vader, C. L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance, 34(3), 343–378.
Lord, R. G., & Maher, K. J. (1991). Leadership and information processing: Linking perceptions and performance. Boston, MA: Unwin Hyman.
Lord, R. G., & Shondrick, S. J. (2011). Leadership and knowledge: Symbolic, connectionist, and embedded perspectives. Leadership Quarterly, 22(1), 207–222.
O'Malley, A. L., Ritchie, S. A., Lord, R. G., Gregory, J. B., & Young, C. M. (2009). Incorporating embodied cognitions into sensemaking theory: A theoretical examination of embodied processes in a leadership context. In M. A. Raihm (Ed.), Current topics in management: Organizational behavior, performance, and effectiveness. San Francisco, CA: Jossey-Bass.
Rosch, E. (1978). Principles of categorization. In E. Rosch, & B. B. Lloyd (Eds.), Cognition and categorization (pp. 27–48). Hillsdale, NJ: Erlbaum.
Shondrick, S. J., & Lord, R. G. (2010). Implicit leadership and followership theories: Dynamic structures for leadership perceptions, memory and leader–follower processes. In G. P. Hodgkinson, & J. K. Ford (Eds.), International Review of Industrial and Organizational Psychology, 25, (pp. 1-33).
Sy, T. (2010). What do you think of followers? Examining the content, structure, and consequences of implicit followership theories. Organizational Behavior and Human Decision Processes, 113(2), 73–84.
Olga Epitropaki, Ph.D.
Professor of Organizational Behavior and Human Resources,
The "Stavros Costopoulos" Chair in Human Resource Management & Development
ALBA Graduate Business School, Greece
& Aston Business School, Aston University, UK
Tel: +30 2108964531
http://www.alba.edu.gr/faculty/pages/epitropaki.aspx