The forgotten follower: a contingency model of leadership and follower self‐leadership

By Seokhwa Yun, Jonathan F. Cox, H. P. Sims. 2006

209 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology

View Paper: https://www.semanticscholar.org/paper/d6dc1eaea65ec3e620a179ac39396bccf013afbd

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Radiological and Ultrasound Technology

Citations in the corpus

Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance (2016, methodology): “Week-level self-leadership was measured with the six-item self-leadership questionnaire developed by Yun et al. (2006).”
Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–organization fit (2020, background): “These mixed findings indicate that ethical climate may have varying effects on the ethical behaviour of employees, based on the situation or context, such as the followers’ characteristics (Yukl, 2010; Yun et al., 2006).”
Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, background): “oriented efforts, make decisions, and engage in self-leadership (Manz & Sims, 1991, 2001; Yun et al., 2006).”
Are ethical theories relevant for ethical leadership (2012, background): “(2) Self-leadership: Yun et al. (2006) defined self-leadership as “both thoughts and actions that people use to influence themselves”.”
Leader perceptions and motivation as outcomes of followership role orientation and behavior (2018, background): “A number of leadership studies suggest that followers can serve as a source of support and assistance for the leader (Graen and Uhl-Bien, 1995; Hollander, 1993; Yukl, 1999; Yun et al., 2006).”
Two decades of self‐leadership theory and research: Past developments, present trends, and future possibilities (2006, background): “Along the same lines, Yun et al. (2006) present an alternative contingency model of leadership in which the interaction between the leadership approach and follower need for autonomy can influence subsequent follower self-leadership.”
Self-leadership in organizational teams: A multilevel analysis of moderators and mediators (2009, background): “Indeed, Yun, Cox, and Sims (2006) provided evidence that the need for autonomy is positively related to individual selfleadership practices.”
Leading yourself and leading others: Linking self-leadership to transformational, transactional, and laissez-faire leadership (2013, background): “However, research has not focused on self-leadership skills of leaders but of followers: Manz and Sims ( 1991 ) as well as Yun, Cox, and Sims ( 2006 ) examined how leaders’ leadership styles influenced their followers' self-leadership (“leading others to lead themselves”).”
Maximizing organizational leadership capacity for the future (2006, background): “Indeed, empirical research suggests that an individual's need for autonomy can subsequently influence the extent to which the individual engages in self-leadership ( Yun et al. , 2006”
Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance (2017, background): “That is, an empowering leader emphasizes employees’ self-management, rather than directly providing employees with orders and commands (Yun et al., 2006).”