The Dual Effect of Transformational Leadership: Priming Relational and Collective Selves and Further Effects on Followers

Abstract

In this chapter, we integrate recent theories on followers’ self-concept and transformational leadership theory in order to develop a conceptual framework for understanding the exceptional and diverse effects transformational leaders may have on their followers. We propose that transformational leaders may influence two levels of followers’ self-concept: the relational and the collective self thus fostering personal identification with the leader and social identification with the organizational unit. Specific leader behaviors that prime different aspects of followers’ self-concepts are identified, and their possible effects on different aspects of followers’ perceptions and behaviors are discussed.