Follower motive patterns as situational moderators for transformational leadership effectiveness.

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Moderating Role of Follower Characteristics With Transformational Leadership and Follower Work Engagement (2009, background): “…for the importance of examining the perceived role and characteristics of followers or followership in leadership research, as well as how leaders perceive their followers (e.g., Al-Gattan, 1985; Conger, 2004; Dvir & Shamir, 2003; ehrhart & Klein, 2001; Howell & Shamir, 2005; Wofford et al., 2001).”
Great man or great myth? A quantitative review of the relationship between individual differences and leader effectiveness (2011, background): “(House & Aditya, 1997; Zaccaro, 2007). Indeed, in a recent review of the state of the individual differences–leadership literature, Zaccaro (2007) noted one of the primary barriers to progress in this stream of research is the lack of a ‘coherent and meaningful conceptual construction’ (p.”
Moderators of the Relationship Between Leadership Style and Employee Creativity: The Role of Task Novelty and Personal Initiative (2013, unknown): “This reasoning in line with Wofford, Whittington, and Goodwin (2001), who found that transformational leadership is more effective when followers are similar to their leaders.”