The Principle Analysis of Perception and Collaboration Between Leader and Follower in Leadership
Humanities and Social Sciences
Volume 3, Issue 6, November 2015, Pages: 307-311
Received: Dec. 5, 2015;
Accepted: Dec. 23, 2015;
Published: Jan. 29, 2016
Views 3449 Downloads 85
Mst. Jesmin Ara, Department of Political Science, National University, Dhaka, Gazipur, Bangladesh
Mahbub Bin Shajahan, Department of Law and Muslim Jurisprudence, Islamic University, Kushtia, Bangladesh
Meer Mosharraf Hossain, Department of Political Science, Kushtia Government Girls College, Kushtia, Bangladesh
Abdullah Al Amin, Department of Political Science, Meherpur Government College, Meherpur, Bangladesh
Due to scientific applications and its intricacy, political Work and Social Developments are one of the most challenging research fields of natural world. In this study we have to develop the focus on the perception and collaboration of leader member exchange which constrained by social reality. It is assumed that the perceived quality of the relationship is not only related to the actual quality of the relationship, but also to follower’s expectancies and preferences. However, little is known about person characteristics that are related to leader member perceptions. This study also seeks to examine how far followers' leadership related characteristics are related to the perception of leader member. The main objective of the paper has to identify the effective leadership contributes to the transformation of this reality through the initiation of structure that mobilizes and redirects a group’s identity-based social power.
Mst. Jesmin Ara,
Mahbub Bin Shajahan,
Meer Mosharraf Hossain,
Abdullah Al Amin,
The Principle Analysis of Perception and Collaboration Between Leader and Follower in Leadership, Humanities and Social Sciences.
Vol. 3, No. 6,
2015, pp. 307-311.
Drury, J., & Reicher, S. (2005). Explaining enduring empowerment: A comparative study of collective action and psychological outcomes. European Journal of Social Psychology, 35, 35–58.
Duck, J. M., & Fielding, K. S. (1999). Leaders and subgroups: One of us or one of them? Group Processes and Intergroup Relations, 2, 203–230.
Duck, J. M., & Fielding, K. S. (2003). Leaders and their treatment of subgroups: Implications for evaluations of the leader and the superordinate group. European Journal of Social Psychology, 33, 387–401.
Ellemers, N. (1993). The influence of socio-structural variables on identity enhancement strategies. European Review of Social Psychology, 4, 27–57.
Ellemers, N., De Gilder, D., & Haslam, S. A. (2004). Motivating individuals and groups at work: A social identity perspective on leadership and group performance. Academy of Management Review, 29, 459–478.
Farr, R., & Moscovici, S. (1984). Social representations. Cambridge, Cambridge University Press.
Fiedler, F. E. (1964). A contingency model of leader effectiveness. In L. Berkowitz (Ed.), Advances in Experimental Social Psychology, Vol. 1. (pp. 149–190) New York 7 Academic Press.
Fiedler, F. E., & Garcia, J. E. (1987). New approaches to effective leadership. New York Wiley.
Fleishman, E. A. (1953). The description of supervisory behavior. Journal of Applied Psychology, 67, 523–532.
Fleishman, E. A., & Peters, D. A. (1962). Interpersonal values, leadership attitudes, and managerial success. Personnel Psychology, 15, 43–56.
Gibb, C. A. (1958). An interactional view of the emergence of leadership. Australian Journal of Psychology, 10, 101–110.
Haslam, S. A., & McGarty, C. (2001). A hundred years of certitude? Social psychology, the experimental method and the management of scientific uncertainty. British Journal of Social Psychology, 40, 1–21.
Haslam, S. A., & Platow, M. J. (2001). The link between leadership and followership: How affirming a social identity translates vision into action. Personality and Social Psychology Bulletin, 27, 1469–1479.
Haslam, S. A., Platow, M. J., Turner, J. C., Reynolds, K. J., McGarty, C., Oakesm P. J., et al. (2001). Social identity and the romance of leadership: The importance of being seen to be ddoing it for usT. Group Processes and Intergroup Relations, 4, 191–205.
Haslam, S. A., Postmes, T., & Ellemers, N. (2003). More than a metaphor: Organizational identity makes organizational life possible. British Journal of Management, 14, 357–369.
Haslam, S. A., & Turner, J. C. (1992). Context-dependent variation in social stereotyping: The relationship between frame of reference, self-categorization and accentuation. European Journal of Social Psychology, 22, 251–277.
Haslam, S. A., & Turner, J. C. (1995). Context-dependent variation in social stereotyping: 3. Extremism as a self-categorical basis for polarized judgement. European Journal of Social Psychology, 25, 341–371.
Haslam, S. A., Turner, J. C., Oakes, P. J., McGarty, C., & Reynolds, K. J. (1998). The group as a basis for emergent stereotype consensus. European Review of Social Psychology, 8, 203–239.
Hobsbawm, E., & Ranger, T. (1983). The invention of tradition. Cambridge, Cambridge University Press.
Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5, 184–200.
Mabey, C., & Nicholds, A. (2015). Discourses of knowledge across global networks: What can be learnt about knowledge leadership from the ATLAS collaboration? International Business Review, 24, 43–54.
Huettermann, H., Doering, S., & Boerner, S., (2014). Leadership and team identification: Exploring the followers' perspective. The Leadership Quarterly, 25, 413–432.
Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., McKee, R. A., (2014). Advances in leader and leadership development: A review of 25 years of research and theory, The Leadership Quarterly, 25, 63–82.
Allan Lee, A., Martin, R., Thomas, G., Guillaume, Y., & Maio, G, R., (2015). Conceptualizing leadership perceptions as attitudes: Using attitude theory to further understand the leadership process, The Leadership Quarterly 26, 910–934.
Wang, Xiao-Hua., & Howell, J. M. (2012). A multilevel study of transformational leadership, identification, and follower outcomes. The Leadership Quarterly, 23, 775–790.