Being Both Leaders And Followers: Advancing A Model Of Leader And Follower Role Switching

We propose a novel construct on Leader-Follower Switching (LFS). We delineate the key theoretical tenets of LFS. First, LFS is predicated on the premise that individuals possess schemas for leader and follower roles (i.e., implicit theories of leadership and followership) and role switching involve the activation of these schemas. Second, LFS may be a function of individual differences i.e., the four LFS styles: (i.e., Dynamism, Leader-Stasis, Follower-Stasis, and Capsulation) and context (e.g., contextual cues trigger leader and follower schemas). Third, LFS encompasses behavioral enactment (i.e., individuals behaviorally enact the leader or follower roles that are mentally activated) that is explained by the Perception-Behavior Link. Fourth, LFS processes can operate in controlled (conscious) or automatic (preconscious) fashion. Having explicated the theoretical foundation of LFS, we propose an agenda for future research, focusing on assessment, antecedents (e.g., leader and follower experiences, implicit theories of leadership and followership, organizational hierarchy, and culture), and outcomes (e.g., job satisfaction, relationship quality, and leadership effectiveness) of LFS.