Document Type

Article

Publication Date

8-1-2011

Publication Title

The Leadership Quarterly

Keywords

constructive developmental theory; followers; LMX; leader-follower interactions; human resources

Disciplines

Business Administration, Management, and Operations | Industrial and Organizational Psychology

Abstract

Researchers in leadership have long recognized the important role of leaders in developing the competencies of followers.More recently, however, scholars have begun to emphasize the pivotal role of followers in the development of leaders.We use constructive developmental theory (e.g., Kegan, 1982; Loevinger & Blasi, 1976) to suggest that both leaders and followers influence the development of the meaningmaking systems of their counterparts in leader–follower dyads. We argue that a combination of challenge – in the formof delegation, participation, and feedback – and support – in the form of positive leader–follower relationships – works to promote the development ofmore complex meaningmaking systems in leaders and followers, thus enriching both individuals in the dyad.

DOI

10.1016/j.leaqua.2011.05.003

Version

Postprint

Volume

22

Issue

4

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