Leader-Follower Interaction Models: Implications of Person-Environment Fit on Job Performance
Keywords:
Relational leadership, leader-member exchange, person-organization fit, organizational behaviorAbstract
Leadership in dyads has been a widely studied and debated topic, but the theory surrounding the relationship between leader and follower remains relevant today, especially in the wake of the disruptions caused by technological advances in the Fourth Industrial Revolution, pandemics, and armed conflicts. These factors have created a constantly changing environment, justifying the need to rethink dyadic leadership theory to adapt to the demands of organizational efficiency. Leadership is a broad and multifaceted concept, encompassing various theories and definitions. However, one of the most accepted approaches is that leadership is considered a natural process of influence, occurring between a leader and a follower, with the aim of achieving common goals or transforming situations. Dyadic relationships between leaders and followers have been analyzed from different theoretical perspectives that fall within the general domain of leadership. These theories can be classified according to their level of analysis, resulting in diverse ways of capturing and understanding dyadic phenomena. Some theories focus more on the interaction process between the two actors, while others emphasize the results obtained through these relationships. Regarding the conclusions that can be drawn from studies on leadership in dyads, it is important to emphasize that this is a phenomenon that always involves two key actors: the leader and the followers. Furthermore, the leadership style chosen by the leader is closely linked to the maturity and characteristics of the followers, as the type of leadership adopted will have a direct impact on the behavior and effectiveness of followers in achieving organizational objectives.
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