Article

Inclusive Leadership and Idiosyncrasy Credit in Leader-Follower Relations<sup>1</sup>

Edwin P. Hollander

in The Oxford Handbook of Leadership

Published in print November 2012 | ISBN: 9780195398793
Published online December 2012 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780195398793.013.0009

Series: Oxford Library of Psychology

 Inclusive Leadership and Idiosyncrasy Credit in Leader-Follower Relations1

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This chapter considers the inclusive leadership and idiosyncrasy credit (IC). It is argued that the assumption that an exchange link between leader and follower occurs only for leaders who are described as transactional and not for those described as transformational is false; that is, both types of leader give benefits to followers in exchange for influence. The theme of inclusion improves the leader–follower relationship and yields effective team performance in groups and organizations. The IC model displays how earned credits allow a leader to emerge and take actions that would be perceived to be deviations if someone with less credit introduced them. The exercise of power has costs. The actuality of the transaction between leader and followers is normally refused in explaining the transforming leadership phenomenon. The IC model details some of the relational dynamics of leadership and followership impacting positive changes in teams or organizations.

Keywords: inclusive leadership; idiosyncrasy credit; leader; follower; groups; organizations; transforming leadership; followership

Article.  17594 words. 

Subjects: Psychology ; Social Psychology

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