Antecedents and consequences of leaders’ implicit followership theories

Drawing from recognition‐based categorization and self‐fulfilling prophecy theory, the present study investigates antecedents and consequences of leaders’ implicit followership theories (LIFTs). Using latent variable modelling, in a sample of 230 leader‐follower dyads, we support our hypotheses that follower personality and in‐role behaviour influence LIFTs which, in turn, affect follower effort and performance. Specifically, we found that general factor of personality (GFP), including agreeableness, conscientiousness, extroversion, intellect, and emotional stability, positively predicted positive LIFTs and negatively predicted negative LIFTs. Furthermore, personality had an indirect effect on positive and negative LIFTs via active engagement and independent thinking behaviours respectively. With respect to outcomes, positive LIFTs indirectly impacted follower performance via effort. Contrary to our predictions, negative LIFTs also indirectly impacted follower performance via effort, despite showing a negative direct relationship with performance. Our comprehensive model reveals new insights on LIFTs and highlights the importance of educating both leaders and followers about LIFTs. Practitioner points Managers should be cognizant of the follower traits and behaviours that influence their expectations of followers and be mindful of the potential harm done by negative expectations. Followers should be mindful of the way they engage with their leaders, especially when it comes to independent thinking behaviours which may be construed as rude or overly critical. Finally, organizations should encourage leaders and followers to discuss implicit expectations as this may resolve misinterpretations of behaviour and negative attributions of performance.