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Follower Dependence, Independence, or Interdependence: A Multi-Foci Framework to Unpack the Mystery of
Qing Lu1, Yonghong Liu2, Xu Huang3
1Department of Human Resources Management, Zhongnan University of Economics and Law, Wuhan 430073, China.
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.
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