Running head: LITERATURE REVIEW

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Literature Review: Responsible Influencer
Azusa Pacific University
Sarah Coleman
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Literature Review: Responsible Influencer
Introduction
The idea of being a responsible influencer as a leader is one that requires additional
thought and research in order to be fully understood. Oftentimes, positive and negative
influences are subjective and dependent upon he or she who is doing the influencing, as well as
the individual that is being influenced. If not understood, a leader may have the intention of
positively influencing a follower, but it may be interpreted in a different manner. Thus, from a
leadership perspective, the concepts of both responsible and influence must be further
broken down and understood both separately and as a unit. Major themes found in current
research and relating to this topic are ethical leadership (Kalshoven, Hartog, & Hoogh, 2013),
transformational leadership (Dust, Resick, & Mawritz, 2013; Precey & Entrena, 2011),
empowerment (Carmeli Reiter-Palmon, & Ziv, 2010; Dust et al., 2013; Pelit, Ozturk, Arslanturk,
2011; Orgambidez-Ramos & Borrego-Ales, 2014), and diversity (Groggins & Ryan, 2013;
Neault & Mondair, 2011). Each of these key points are found to be largely related to the
influence that a leader may have on his or her followers.
Influence as a Leader
Leaders can often be viewed in a larger than life and influential way by those they are
leading (Chong & Wolf, 2009). In many cases, the influence that a leader has is generated
through the mindset of the follower. A follower can be inspired by a leader and thereby gain an
admiration for that individual that grants power and influence (Chong & Wolf, 2009). Because
charisma and influence can create a very trusting and devout follower, it is imperative for a
leader to understand the dynamics of a leader-follower relationship. First and foremost, this is
where the concept of ethical leadership plays a key role. Ethical leadership is defined by
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Kalshoven et al. (2012) as demonstrating appropriate conduct through personal actions and
encouraging comparable behavior of followers through two-way communication, reinforcement
and decision making (p. 213). Kalshoven et al. (2012) elaborate to say that ethical leadership is
comprised of being fair, acting with integrity and consistency, demonstrating concern for others,
and rewarding followers when they behave in these desired manners as well (p. 213). When an
individual embraces and promotes an ethical style of leadership, positive influence and
transformational leadership may occur between leaders and followers.
Transformational leadership is described by Dust et al. (2014) as being comprised of
modeling a commitment to high standards, as well as offering a clear vision of the future, and
listening, mentoring, and giving feedback to followers. This definition includes various
manners in which the leader influences his or her followers based on behavioral modeling. Thus,
ethical leadership is imperative in the act of influencing followers responsibly, and when
responsible influencing occurs, transformational leadership may often follow in its wake. Dust et
al. (2014) continues on to state that transformational leaders are able to influence their
followers perceptions, further demonstrating the importance of responsible influence as a
leader (p. 415). Precey and Entrena (2011) offer an opposing view to this definition of
transformational leadership by describing it as a process in which the leader vacillates between
being a task-manager and being an agent for the change (p. 72). However, in addition to this
definition, the researchers also agree with previous ideas in suggesting that transformational
leadership should be both encouraging and nurturing (Precey & Entrena, 2011). Dust et al.
(2014) also argue that transformational leadership requires an element of follower empowerment
in order for it to be effective.
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According to Carmeli, Reiter-Palmon, and Ziv (2010), leaders can psychologically
empower others by allowing them to feel comfortable being themselves without fearing that
their choices will negatively effect them (p. 252). In order to encourage this type of thought and
behavior, leaders can push followers to give their ideas and promote risk taking while positively
reinforcing those actions (Carmeli et al., 2010). Similarly, Dust et al. (2014) find that employees
are empowered when leaders provide individual support, and take time to develop their
strengths. These researchers find that empowerment is largely attributed to the ability that a
leader has to change the self-concept of followers which consists of ideas about the self such
as self-image, self-worth and self-esteem (Dust et al., 2014). The ideas presented by these
researchers are largely based around personal and emotional support.
Orgambidez-Ramos and Borrego-Ales (2014) however, argue that the foundation of
empowerment is rooted in Kanters (1993) theory of structural empowerment. Kanter (1993)
believed that empowerment came from access to opportunity, resources, and information in an
organizational setting. Orgambidez-Ramos and Borrego-Ales (2014) continue on to explain that
according to Kanter (1993), employees who believe their work environment provide access to
these factors is empowered (p. 29). Thus, rather than simply empowering through allowing
followers a sense of comfort in being themselves, many researchers believe that empowerment is
related to structural opportunities. Orgambidez-Ramos and Borrego-Ales (2014) quote studies by
Lautizi et al., (2009) and Laschinger et al. (2004) in which the researchers found that an
employee can be satisfied with the basic content of the job, but opportunities for learning and
growth are found to be large factors of follower empowerment (p. 30). Rather than emotional
support, these theorists have found the importance of structural and tangible organizational
support to be the best source of empowerment. Regardless of the type that is being utilized, a
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relational power and trust is formed between the leader and follower when the follower is being
empowered (Chong, Fu, & Shang, 2013).
Bridging the gap between emotional and structural empowerment being the prevailing
manner in which to create follower satisfaction, Pelit et al. (2011) agrees that both types of
empowerment are necessary. Pelit et al. (2011) states that employee empowerment is a wide-
ranging activity which requires leaders to provide both task-related and emotional
empowerment (p. 785). The researchers acknowledge that these two types of empowerment have
largely been treated as separate and unequal entities, yet they believe that when psychological
and behavioral empowerment are enacted together, followers will feel a more wholistic sense of
empowerment from the leader (p. 785). Altogether, ethical leadership, transformational
leadership, and empowerment are all ways in which leaders are likely to influence their
followers. Because leaders often hold the power and tools with which to influence others, being a
responsible influencer is imperative in order to lead others in an ethical and transformational
way.
Another common thread in the realm of responsible influence of followers is diversity.
Diversity can be explained as the similarities and differences within a group (Neault & Mondair,
2011). Neault and Mondair (2011) cite five elements of diversity as described by Mannix and
Neale (2005). The five elements are demographic attributestask-related knowledgevalues,
beliefs, and attitudespersonalityand status in the organization (p. 73). Embracing these
various attributes is vital in any leader-follower setting, regardless of the size or purpose of the
group. An environment that has a culture of pro-diversity has been defined as one in which
diversity is viewed by leaders as an asset to the organization (Groggins & Ryan, 2013).
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Environments that embrace diversity are found to create spaces in which followers are
more prone to change, learning, and interpersonal exchanges (Groggins & Ryan, 2013). In
order to fully embrace diversity, a leader must be prepared to demonstrate that failures are
opportunities for learning, new ideas and approaches are beneficial, and discussing differences
between various individuals is also valuable (Groggins & Ryan, 2013). Vandebroek (2013)
agrees with this research in stating that only environments that are both inclusive and diverse
will allow followers to feel comfortable being themselves. Further, Neault and Mondair (2011)
interject that diversity is not a topic that can ever be perfected, as it requires a commitment to
constant learning and examining of beliefs as well as biases. When a leader instills the values
and vision into an organization or group of followers, he or she can model the importance of
diversity in order to influence others to understand the concept and benefits.
Critique
All studies have limitations and space for future improvement. As a whole, there were
several limitations to the studies in the given research. First, several of the studies were
admittedly composed of a very small or specific sample group that may not have yielded results
that should be generalized across situations. A common limitation was the use of
organizationally inexperienced students and young adults, which may not return accurate results
when applied more generally across an organization. Additionally, several studies were done
using one very specific culture, type of organization, or level of people within an organization.
Thus, the sample groups used to produce the results were generally not diverse or representative
of the general public. These and other similar studies should be repeated utilizing more broad
samples in the future in order to ensure that the results are reliable.
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A second limitation found across several of the research articles cited was the difficulty
to infer causal relationships due to the length or type of research that was utilized. Several cross-
sectional surveys were used in these studies, which contain relationship-related questions that
tend to yield ambiguous results. Further, multiple studies utilized self-report methods as a way to
obtain results. Self-reporting gives way to the possibility of skewed results, as it is based on self-
perceptions and can lead to bias responses. The results of these studies are correlational and
despite providing interesting and relevant data, correlation does not equate to causation.
Finally, the present articles discussed the many ways in which these ideas (ethical
leadership, transformational leadership, empowerment, and encouraging diversity) could be
hugely positive and beneficial as a leader. However, there was almost nothing stated about what
the shadow sides of these types of power might be. One article stated that leaders should exercise
self-control so that they do not use their power for unethical purposes (Chong, Fu, & Shang,
2013). Although it is not the main purpose of the research, it would be worth mentioning to
discuss how unethical leaders can influence each of these concepts. Leaders yield power and
influence over those that they are leading, and thus there is a great opportunity to manipulate
using that power.
Conclusion
In general, the research was very thorough and useful in this study. The idea of
responsibly influencing others as a leader carries much more weight than meets the eye.
Followers are influenced in a variety of ways, and to influence responsibly requires discipline
and knowledge in various areas. A leader must understand that it is imperative to be ethical in
order to be a positively transformational leader. Followers look to leaders to learn what is
appropriate and encouraged as far as behavior and attitude. Therefore, modeling an ethical style
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of leadership will guide followers to act in an equally ethical manner. Empowerment was one of
the most commonly researched topics in relation to positively influencing followers as well as
leader-follower relationships. The amount of research readily available on this topic stresses the
importance. The ideas of responsible and influence are broken down in order to understand
their relevance and necessity both separately and as a whole. Both independently, and as a
collective idea, responsibly influencing others as a leader is a delicate and essential way in which
to serve and nurture followers.
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References
Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive Leadership and Employee
Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological
Safety. Creativity Research Journal, 22(3), 250-260.
Chong, E., & Wolf, H. (2010). Factors influencing followers' perception of organisational
leaders. Leadership & Organization Development Journal, 31(5), 402-419.
Chong, M., Fu, P. P., & Yu, Shang, Y.F. (2013). Relational power and influence strategies: A
step further in understanding power dynamics. Chinese Management Studies, 7(1), 53-
73.
Dust, S. B., Resick, C. J., & Mawritz, M. B. (2014). Transformational leadership, psychological
empowerment, and the moderating role of mechanistic-organic contexts. Journal of
Organizational Behavior, 35(3), 413.
Groggins, A., & Ryan, A. M. (2013). Embracing uniqueness: The underpinnings of a positive
climate for diversity. Journal of Occupational and Organizational Psychology, 86(2),
264.
Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2013). Ethical leadership and
follower helping and courtesy: Moral awareness and empathic concern as
moderators. Applied Psychology, 62(2), 211-235.
Neault, R. A., & Mondair, S. (2011). Supporting workplace diversity: Emerging roles for
employment counselors. Journal of Employment Counseling, 48(2), 72-80.
Orgambdez-Ramos, A., & Borrego-Als, Y. (2014). Empowering Employees: Structural
Empowerment as Antecedent of Job Satisfaction in University Settings. Psychological
Thought, 7(1), 28-36.
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Pelit, E., Yksel ztrk, & Yalin Arslantrk. (2011). The effects of employee empowerment on
employee job satisfaction.International Journal of Contemporary Hospitality
Management, 23(6), 784-802.
Precey, R., & Entrena, M. (2011). Developing the Leaders We Want to Follow: lessons from an
International Leadership Development programme. Contemporary Management
Quarterly / Wsplczesne Zarzadzanie, 270-83.
Vandebroek, S., (2013). It's all about people: Sophie Vandebroek. (2013). Research Technology
Management, 56(1), 68.