Understanding the Dynamics of Leadership: The Role of Follower Self-Concepts in the Leader/Follower Relationship.

In this paper we integrate recent theory and research on the self-concept with leadership theory. We conceptualize the self as being defined at three levels: the individual, interpersonal, and group levels. The effects of the self on information processing and behavior are mediated by the working self-concept, which is composed of self-views, possible selves, and goals (standards). Leaders are seen as producing short-run changes by influencing the working self-concept and more enduring changes through the development of chronic schema. Subordinates are also seen as influencing leaders' self-schema, both individually and collectively. Both practical and theoretical implications of this perspective are discussed. Copyright 1999 Academic Press.