Leaders' conceptions of followers: Implications for naturally occurring Pygmalion effects

By P. Whiteley, Thomas Sy, Stefanie K Johnson. 2012

152 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/f5ce543490ccd29cb92cee2f1acd4cb9716001c5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

1. Susanna Tram-Quon
2. Robin Martin
3. O. Epitropaki
4. A. Topakas
5. Thomas Sy

In Organizational Behavior and Human Resource Management

1. O. Epitropaki
2. Robin Martin
3. Thomas Sy
4. Susanna Tram-Quon
5. A. Topakas
6. Deanne N. den Hartog
7. A. D. De Hoogh
8. D. van Knippenberg

In Social Psychology

1. O. Epitropaki
2. Robin Martin
3. Thomas Sy
4. Susanna Tram-Quon
5. A. Topakas
6. R. Lord
7. Sangmook Kim
8. Gerben A. van Kleef

Citations in the corpus

• Transformational leadership and employee voice behavior : a Pygmalion mechanism. (2017, unknown): “Previous research on the Pygmalion effect of leadership has paid less attention to the intervening mechanisms (Natanovich & Eden, 2008; Whiteley et al., 2012).”
• Implicit Leadership and Followership Theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings (2013, background): “Recent research has provided empirical evidence for this model (Whiteley et al., 2012).”