![]() Thompson, K.W., Shea, T.H., Sikora, D.M., Perrewé, P.L., & Ferris, G.R. ![]() Taken together, powerful leaders are more likely to meet their followers’ expectations which in turn reduces followers’ job stress and increases the work relationship quality between leaders and followers these relationships hold true even for followers that are themselves powerful. However, our findings did not provide support for this notion. In addition, because powerful followers should be able to acquire assistance and resources on their own, they were expected to need less support from their leaders than non-powerful followers. Our results indicated that leaders with more power were better able to meet their followers’ expectations not surprisingly, followers with met expectations indicated less job stress and better relationship quality with their leaders. ![]() The study hypotheses were examined utilizing data obtained from 100 leader–follower pairs working at a large state agency. Therefore, this study examined how the interplay of leader and follower power affects important work outcomes, namely, work relationship quality and job tension, through followers’ met expectations. Nonetheless, few studies examine the implications of both leader and follower power on important work outcomes. There is perhaps no more important workplace relationship than that between a leader and a follower. Journal of Leadership & Organizational Studies, 19, 142-151. ![]() Power in Leader–Follower Work Relationships. CHRM Board and FSU Faculty Co-Authored Research Articles ![]()
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