Roseanne J Foti
Biographic Data
| ID | 4467917 |
|---|---|
| NAME | Roseanne J Foti |
| GIVEN NAMES | Roseanne J |
| FAMILY NAME | Foti |
| SIGNATURE | FOTI R J |
| AFFILIATIONS | Virginia Tech |
| ORCID | 0000-0003-3561-2528 |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 6 |
| WORKS AS AUTHOR | 7 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1984 |
| LATEST PUBLICATION YEAR | 2021 |
| H-INDEX | 2 |
Do you remember? Rater memory systems and leadership measurement
How Do Leaders vs. Followers Construct Followership? A Field Study of implicit followership theories and Work-Related Affect Using Latent Profile Analysis
In this study, we integrate follower categorization theory with affective events theory (AET) to investigate the extent to which within-person patterns of implicit followership theories (IFTs) and work-related affect predict job satisfaction for leaders versus followers. Latent profile analysis (LPA) was used to identify and to describe distinct profiles of IFTs and work-related affect for leaders versus followers. For the sample of 242 leaders, …
Does thinking of myself as leader make me want to lead? The role of congruence in self-theories and implicit leadership theories in motivation to lead
Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information
We offer a comprehensive review of the theoretical underpinnings and existing empirical evidence in the implicit leadership and implicit followership theories domain. After briefly touching on the historical roots of information-processing approaches to leadership and leader categorization theory, we focus on current contextualized and dynamic perspectives. We specifically present neural network approaches and adaptive resonance processes that gu…
The impact of shared leadership on teamwork mental models and performance in self-directed teams
The purpose of this study was to clarify the role of shared leadership in self-directed teams by testing its relationship with teamwork mental models and team performance. Data from 40 intact, naturally occurring teams involved in highly interdependent tasks demonstrated that the distribution of informal leadership and whether or not perceptions of leadership were reciprocated among leaders were related to the degree of similarity and accuracy of…
Are the Best Leaders Both Transformational and Transactional? A Pattern-oriented Analysis
Research exploring transformational and transactional leader behaviors has focused largely on bivarite relations among these behaviors and relevant criteria. This has limited the extent to which Bass's (1985) argument that optimally effective leaders engage in both types of behavior can be directly assessed. Pattern-oriented analyses were used here to discern which behavioral pattern was associated with the highest levels of subordinate satisfact…
A test of leadership categorization theory
Are the Best Leaders Both Transformational and Transactional? A Pattern-oriented Analysis
Research exploring transformational and transactional leader behaviors has focused largely on bivarite relations among these behaviors and relevant criteria. This has limited the extent to which Bass's (1985) argument that optimally effective leaders engage in both types of behavior can be directly assessed. Pattern-oriented analyses were used here to discern which behavioral pattern was associated with the highest levels of subordinate satisfact…
The impact of shared leadership on teamwork mental models and performance in self-directed teams
The purpose of this study was to clarify the role of shared leadership in self-directed teams by testing its relationship with teamwork mental models and team performance. Data from 40 intact, naturally occurring teams involved in highly interdependent tasks demonstrated that the distribution of informal leadership and whether or not perceptions of leadership were reciprocated among leaders were related to the degree of similarity and accuracy of…
A test of leadership categorization theory
Are the Best Leaders Both Transformational and Transactional? A Pattern-oriented Analysis
Research exploring transformational and transactional leader behaviors has focused largely on bivarite relations among these behaviors and relevant criteria. This has limited the extent to which Bass's (1985) argument that optimally effective leaders engage in both types of behavior can be directly assessed. Pattern-oriented analyses were used here to discern which behavioral pattern was associated with the highest levels of subordinate satisfact…
The impact of shared leadership on teamwork mental models and performance in self-directed teams
The purpose of this study was to clarify the role of shared leadership in self-directed teams by testing its relationship with teamwork mental models and team performance. Data from 40 intact, naturally occurring teams involved in highly interdependent tasks demonstrated that the distribution of informal leadership and whether or not perceptions of leadership were reciprocated among leaders were related to the degree of similarity and accuracy of…
Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information
We offer a comprehensive review of the theoretical underpinnings and existing empirical evidence in the implicit leadership and implicit followership theories domain. After briefly touching on the historical roots of information-processing approaches to leadership and leader categorization theory, we focus on current contextualized and dynamic perspectives. We specifically present neural network approaches and adaptive resonance processes that gu…
Does thinking of myself as leader make me want to lead? The role of congruence in self-theories and implicit leadership theories in motivation to lead
Do you remember? Rater memory systems and leadership measurement
How Do Leaders vs. Followers Construct Followership? A Field Study of implicit followership theories and Work-Related Affect Using Latent Profile Analysis
In this study, we integrate follower categorization theory with affective events theory (AET) to investigate the extent to which within-person patterns of implicit followership theories (IFTs) and work-related affect predict job satisfaction for leaders versus followers. Latent profile analysis (LPA) was used to identify and to describe distinct profiles of IFTs and work-related affect for leaders versus followers. For the sample of 242 leaders, …
Psychology (7 works) · Social Psychology (6 works) · Cultural Differences and Values (5 works) · Social and Intergroup Psychology (5 works) · Job Satisfaction and Organizational Behavior (4 works) · Social Psychology (4 works) · Perception (3 works) · Shared leadership (3 works) · Transactional leadership (3 works) · Categorization (2 works)