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Date of Graduation
12-13-2025
Semester of Graduation
Fall
Degree Name
Doctor of Philosophy (PhD)
Department
School of Strategic Leadership Studies
First Advisor
Adam Vanhove
Second Advisor
Margaret Sloan
Third Advisor
Behnaz Moradi-Jamei
Abstract
Leader and follower are two distinct roles within the leadership process, yet the characteristics that describe these roles are similar. The present study employed network analysis to evaluate the degree to which leader and follower role expectations overlapped. The Implicit Leadership and Implicit Followership Scales were compared across two industries: Manufacturing and Higher Education. Sentiment and thematic analysis were employed to examine the similarities and differences in behavioral manifestations between leaders and followers. There was a gap between samples’ ratings of leader and follower characteristics, with Manufacturing tending to romanticize leaders to a greater degree. Leaders had higher expectations and received more leniency than followers for less desirable behavior. Antiprototypical characteristics better differentiated between leader and follower role expectations than prototypical characteristics. Expectations differed based on context. The results suggest that understanding what leaders and followers should not do would be beneficial in delineating the two roles more effectively.
Included in
Cognitive Psychology Commons, Industrial and Organizational Psychology Commons, Leadership Commons, Leadership Studies Commons, Organization Development Commons
