Leadership, followership, and evolution: some lessons from the past.

By M. van Vugt, Robert P. Hogan, R. Kaiser. American Psychologist, 2008

715 citations recorded by the source corpus.

Subfields: Safety Research, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0200dae6453325ae572dc763b9412a52fe288122

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Citations in the corpus

Leadership and stress: A meta-analytic review (2017, background): “It has also been argued that such events are precisely when leadership is most needed, because the presence of leaders who can handle stressful events effectively make for more efficient decision-making and group fitness (Van Vugt, Hogan, & Kaiser, 2008).”
Charisma as signal: An evolutionary perspective on charismatic leadership (2017, background): “…a unified theoretical framework for understanding leader-follower relations as fundamentally arising from repeated selective pressures to make individually and collectively beneficial decisions in situations requiring coordination – such as hunting, warfare, group movement (van Vugt et al., 2008).”
The functions and dysfunctions of hierarchy (2010, background): “This concentration of control at the top helps groups make decisions more efficiently and avoid conflict over control (Cartwright & Zander, 1953; Van Vugt et al., 2008).”
COVID-19 and the workplace: Implications, issues, and insights for future research and action. (2020, result): “Older employees’ decisions in relation to COVID-19 seem likely to be influenced partly by the status of their retirement savings or benefits; and, certainly, there will continue to be more heterogeneity in countries where there is not a mandatory retirement age (e.g., Van Solinge & Henkens, 2014).”
Evolutionary Perspectives on Workplace Gossip: Why and How Gossip Can Serve Groups (2010, background): “For example, in their review of the relevance of monitoring among coworkers, Welbourne and Ferrante (2008) report a positive correlation between active monitoring among coworkers and employee performance when a portion of employee compensation is tied to group-level performance.”
Dominance and Prestige: Dual Strategies for Navigating Social Hierarchies (2016, background): “…the power gap between themselves and others, prestige-oriented leaders work well within groups characterized by a narrow gap between leaders and followers and in which leadership is limited to the domains in which a person has particular expertise or knowledge (Boehm, 1999; Van Vugt et al., 2008).”
Who will Lead and Who will Follow? a Social Process of Leadership Identity Construction in Organizations (2010, background): “LEADERSHIP IDENTITY If identities are inherently social (Mead, 1934) and both leader and follower identities are available to anyone (Day et al., 2009; Kempster, 2006; Van Vugt, 2006), then the process by which certain people become socially constructed as leaders, and other people as followers, bec”
Advancing the social identity theory of leadership: A meta-analytic review of leader group prototypicality (2020, background): “In this context, leadership effectiveness is generally conceptualized as leaders’ capacity to motivate and mobilize followers in ways that advance group and organizational goals (Haslam et al., 2015; House et al., 2001; van Knippenberg, 2012; van Vugt et al., 2008).”
Perceived leadership style and employee participation in a manufacturing company in the democratic republic of Congo (2012, background): “However, in a recent study, Van Emmerik et al. (2008) found consideration and initiating structure to be negatively correlated with satisfaction and performance.”