The Leadership Quarterly
constructive developmental theory; followers; LMX; leader-follower interactions; human resources
Business Administration, Management, and Operations | Industrial and Organizational Psychology
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.
Valcea, S., Hamdani, M.R., Buckley, M.R., & Novicevic, M.M. (2011). Exploring the developmental potential of leader-follower interactions: A constructive-developmental approach. The Leadership Quarterly, 22(4), 604-615. doi: 10.1016/j.leaqua.2011.05.003
NOTICE: this is the author’s version of a work that was accepted for publication in The leadership Quarterly. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in The Leadership Quarterly, 22, 4, 08-01-2011 10.1016/j.leaqua.2011.05.003