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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 team mental models as well as subsequent team performance. Specifically, teams with a coordinated type of shared-leadership perception demonstrated significantly higher levels of team mental model similarity, team mental model accuracy, and team performance than teams with a distribution of leaders that failed to recognize each other as leaders as well as teams with no leaders. However, teams with distributed-coordinated leadership were significantly different than teams with centralized leadership only with respect to team mental model accuracy scores. Finally, this study builds on prior research by demonstrating that the team mental model accuracy contributes more to team performance than team mental model similarity.

Research suggests that gender role, rather than sex, is associated with the perception of individuals as leaders. This study tests the effect of gender role and intelligence on leadership emergence by using a pattern approach and manipulating task type. Two hundred female undergraduate participants, categorized by their pattern of masculinity, femininity, and intelligence, were placed in groups of 4 members. Groups were randomly assigned to an initiating-structure or consensus-building task condition. In the initiating-structure task condition, both masculine-intelligent and androgynous-intelligent individuals emerged more than feminine-intelligent or mixed-pattern individuals. In the consensus-building task condition, feminine-intelligent individuals did not emerge as leaders more than masculine-intelligent or mixed-pattern individuals. However, partial support was found for the emergence of androgynous-intelligent individuals.

Although numerous typologies, taxonomies, characteristics, and behaviors of followers have been proposed, there has been little systematic work to integrate these efforts. Guided by literature on follower role theory and expectations for those in follower roles, we propose a theoretical descriptive typology of follower characteristics and behaviors from the perspective of how leaders view followers within their role(s). Specifically, we constructed our typological model based on the three core tenets of follower role theory: (1) active versus passive characteristics and behaviors, (2) self-directed versus relationship-directed characteristics and behaviors, and (3) stability-focused versus change-focused characteristics and behaviors demonstrated in response to organizational constraints. We then conducted a systematic review of existing follower typologies, taxonomies, characteristics, and behaviors and synthesized 173 follower concepts from 36 Journal articles and book chapters to build out our typological model of 8 specific types of followers, labeled as follows: Politically strategic followers, independent followers, proactive followers, conforming followers, deviant followers, alienated followers, devoted followers, and submissive followers. This typology has important implications for scholars and practitioners. For scholars, this is the first effort to integrate prior attempts to classify follower in-role characteristics and behaviors, thus providing a useful framework to examine various ways in which followers interact with leaders in organizational frameworks. For practitioners, this typology can be used as a diagnostic tool to determine how to effectively engage subordinates.