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Journal Article 1: Martinez, A. D., Kane, R. E., Ferris, G. R., & Brooks, C. D. (2012). Power in leader-follower work relationships. Journal of Leadership & Organizational Studies, 19(2), 142-151.

Abstract: There is perhaps no more important dyadic relationship than that between a leader and a follower. Nonetheless, few studies examine the implications of both leader and follower power on important work outcomes. Therefore, using resource dependence and role theories, the authors examined the process by which leader power affects important work outcomes, namely, work relationship quality and job tension, through met relationship expectations. Additionally, the authors suggest that the leader power–met expectations relationship is conditional on follower power. A state agency was sampled to obtain and analyze 100 leader–follower work relationship dyads, whereby both dyadic partners were surveyed. Results indicated that leader power affected both leader–follower relationship quality and job tension through followers’ met relationship expectations. However, contrary to our hypothesis, the leader power–met expectations relationship was not conditional on follower power. Contributions of this study, strengths and limitations, and directions for future research are discussed.

Journal Article 2: Jordan, J., Brown, M. E., Trevino, L. K. & Finkelstein, S. (2011). Someone to look up to: Executive-follower ethical reasoning and perceptions of ethical leadership. Journal of Management, 39(3), 660-683.

Abstract: Despite a business environment that highlights the importance of executives’ ethical leadership, the individual antecedents of ethical leadership remain largely unknown. In this study, the authors propose that follower perceptions of ethical leadership depend on the executive leader’s cognitive moral development (CMD) and, more importantly, on the relationship between executive leader and follower CMD. In a sample of 143 leader–follower dyads, the authors find a direct positive relationship between leader CMD and perceptions of ethical leadership. Using polynomial regression, they find that ethical leadership is maximized when the leader’s CMD diverges from and is greater than the follower’s CMD. The authors explain these findings using a social learning theory framework. Leaders who are more advanced ethical reasoners relative to their followers are likely to stand out as salient ethical role models whose ethics-related communication and behavior attract followers’ attention. The authors discuss the research and practical implications of these findings.

Journal Article 3: Coyle, P. T., & Foti, R. (2014). If you're note with me you're . . . ? Examining prototypes and cooperation in leader-follower relationships. Journal of Leadership & Organizational Studies, 22(2), 161-174.

Abstract: This study investigated how congruence between dyadic partners’ leader and follower prototypes affects leader–member exchange (LMX) quality. Specifically, we examined cooperation as a process variable in the dyadic relationship. Participants in a laboratory setting completed a group task followed by dyadic task in the context of a leader–follower relationship. Observed cooperation mediated the relationship between congruence on leader prototypes and leader assessed LMX quality, and the relationship between congruence on leader prototypes and LMX agreement. As congruence on leader prototypes decreased, leaders were less likely to be cooperative in an exchange relationship. As congruence on follower prototypes decreased, there was a greater chance leaders would cooperate but followers would defect.