The quality of relationships between leaders and followers continues to be a relevant topic for researchers and practitioners. The importance of that relationship cannot be overestimated because it is a lens through which followers view their entire work experience. Also, the relationship between followers is considered vital for team functioning.
To date, there are many unanswered questions regarding various aspects of work relationships. This Special Issue contributes to the examination of the broader context of leader-member dyads. Contributions focus on consensus in follower perceptions of their leader and the level of agreement between leaders and followers on their shared relationship
B. Schyns, D. Day, Introduction. M. Spitzmuller, R. Ilies, Do They [All] See My True Self? Leader’s Relational Authenticity and Followers’ Assessments of Transformational Leadership. S. Korek, J. Felfe, U. Zaepernick-Rothe, Transformational Leadership and Commitment: A Multi-level Analysis of Group Level Influences and Mediating Processes. J. Felfe, K. Heinitz, The Impact of Consensus and Agreement of Leadership Perceptions on Commitment, OCB, and Customer Satisfaction. R. Eckert, B.Z. Ekelund, W.A. Gentry, J. Dawson, "I Don’t See Me Like You See Me, But is That a Problem?": Cultural Influences on Rating Discrepancy in 360-degree Feedback Instruments. S. van Gils, N. van Quaquebeke, D. van Knippenberg, The X-Factor: On the Relevance of Implicit Leadership and Followership Theories for Leader-Member Exchange (LMX) Agreement. B. Schyns, J. Maslyn, J. Weibler, Understanding The Relationship Between Span of Control And Subordinate Consensus in Leader-Member Exchange.