| From the follower's perspective, this study examines the fit effects of a follower's implicit leadership theory (ILT) and perceived leader characteristics (PLC) in affecting the follower's liking toward the leader, perception of the leader's transformational leadership, and subsequent outcomes (i.e., job satisfaction, affective organizational commitment, and turnover intention). Hypotheses on the fit effects of ILT and PLC were developed drawing upon leadership categorization theory as well as literature on emotion/affectivity and person-environment fit. Based on the socialization literature, followers' proactive personality was hypothesized as a moderator on the fit effects.Based on survey data at two time points from 327 followers and 62 leaders in entrepreneurial firms, the results indicate differential effects for the Prototype versus Antiprototype dimensions of ILT and PLC. Fit effects (i.e., inverted U-shaped surfaces) were found for the Antiprototype dimensions of ILT and PLC (which measure leader characteristics such as dominance and masculinity) whereas for the Prototype dimensions (measuring leader characteristics such as sensitivity, intelligence, and dedication), only the main effects of PLC were found. These results indicate that although excessive supplies of sensitivity and dedication from a leader do not decrease followers' liking and transformational leadership perceptions, demonstrating less or more dominance and masculinity (than the ideal level) will dramatically reduce liking and worsens leadership perceptions and individual outcomes. In addition, a follower's proactive personality served as a moderator in the above relationships. Those low in proactive personality have more pronounced relationships between ILT-PLC match and liking as well as leadership perceptions. This study helps to gain a better understanding of how followers develop transformational leadership perceptions. It is critical for a leader to understand each follower's cognitive schema of ideal leaders and accommodate the unique needs and preferences of each follower in order to gain acceptance and subsequently improve leadership effectiveness. The results have significant implications for leadership development and talent retention in large and small organizations. |
