Implicit Leadership Prototypes in Türkiye: A Turkish Adaptation and Validation of the Offermann and Coats Implicit Leadership Theory Scale
Nesne Psikoloji Dergisi, Cilt 14 Sayı 37, Yaz 2026 kapak
PDF

Keywords

implicit leadership theories
scale adaptation
Turkish version

How to Cite

Implicit Leadership Prototypes in Türkiye: A Turkish Adaptation and Validation of the Offermann and Coats Implicit Leadership Theory Scale. (2026). Nesne Journal of Psychology, 14(37), 1-21. https://doi.org/10.7816/nesne-14-37-01

Abstract

Implicit leadership theories (ILTs) are cognitive schemas that shape how followers perceive and evaluate leaders. Most existing ILT measurement evidence comes from English-language samples in Western contexts, which limits cross-cultural comparison and the cumulative development of the construct. The present research adapted the Offermann and Coats (2018) ILT scale into Turkish across two studies. In Study 1 (N = 502 employed adults), exploratory factor analysis yielded a 35- item, seven-factor structure (sensitivity, dedication, strength, intelligence, well-groomed, masculinity, tyranny), with evidence of configural and metric invariance across gender and age, and partial structural invariance across organizational tenure. In Study 2 (N = 436 university students), the seven-factor structure was supported by confirmatory factor analysis and showed theoretically meaningful associations with personality (agreeableness, conscientiousness) and self-construal (independent, interdependent). Findings provide initial reliability and validity evidence for the Turkish ILTscale and suggest partial structural continuity with the original scale alongside differences in factor and item compositions. To our knowledge, this study represents the first Turkish adaptation and validation of the Offermann and Coats (2018) Implicit Leadership Theory scale, providing initial evidence for its reliability and validity in Turkish ILT research. It can further be utilized in cross-cultural research to evaluate the scale's invariance across diverse cultures.

PDF

References

Abdalla, I. A., & Al-Homoud, M. A. (2001). Exploring the implicit leadership theory in the Arabian Gulf states. Applied Psychology: An International Review, 50(4), 506–531. https://doi.org/10.1111/1464-0597.00071

Aycan, Z., Kanungo, R. N., Mendonca, M., Yu, K., Deller, J., Stahl, G., & Khurshid, A. (2000). Impact of culture on human resource management practices: A 10-country comparison. Applied Psychology: An International Review, 49(1), 192–221. https://doi.org/10.1111/1464-0597.00010

Babyak, T. A. (2014). An examination of the impact of personality on implicit leadership theory. International Journal of Business, Humanities and Technology, 4(4), 24–38.

Berber, A., & Rofcanin, Y. (2012). Perceivers as cognitive misers: Scale development for implicit leadership theories in the context of MBA degrees from Turkey. İşletme Fakültesi Dergisi, 13(1), 15–44.

Costa, P. T., & McCrae, R. R. (1992). Revised NEO Personality Inventory and NEO Five-Factor Inventory professional manual. Psychological Assessment Resources.

Deal, J. J., & Stevenson, M. A. (1998). Perceptions of female and male managers in the 1990s: Plus ça change… Sex Roles, 38(3–4), 287–300. https://doi.org/10.1023/A:1018741318216

Ehrhart, M. G. (2012). Self-concept, implicit leadership theories, and follower preferences for leadership. Zeitschrift für Psychologie, 220(4), 231–240. https://doi.org/10.1027/2151-2604/a000117

Engle, E. M., & Lord, R. G. (1997). Implicit theories, self-schemas, and leader–member exchange. Academy of Management Journal, 40(4), 988–1010. https://doi.org/10.2307/256956

Epitropaki, O., & Martin, R. (2004). Implicit leadership theories in applied settings: Factor structure, generalizability, and stability over time. Journal of Applied Psychology, 89(2), 293–310. https://doi.org/10.1037/0021-9010.89.2.293

Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of the role of implicit leadership theories on leader–member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659–676. https://doi.org/10.1037/0021-9010.90.4.659

Epitropaki, O., Sy, T., Martin, R., Tram-Quon, S., & Topakas, A. (2013). Implicit leadership and followership theories "in the wild": Taking stock of information-processing approaches to leadership and followership in organizational settings. The Leadership Quarterly, 24(6), 858–881. https://doi.org/10.1016/j.leaqua.2013.10.005

Fiske, S. T., & Taylor, S. E. (2008). Social cognition: From brains to culture. McGraw-Hill.

Gerstner, C. R., & Day, D. V. (1994). Cross-cultural comparison of leadership prototypes. The Leadership Quarterly, 5(2), 121–134. https://doi.org/10.1016/1048-9843(94)90024-8

Hofstede, G. (1993). Cultural constraints in management theories. Academy of Management Executive, 7(1), 81–94. https://doi.org/10.5465/ame.1993.9409142061

House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Sage.

Keller, T. (1999). Images of the familiar: Individual differences and implicit leadership theories. The Leadership Quarterly, 10(4), 589–607. https://doi.org/10.1016/S1048-9843(99)00033-8

Kline, R. B. (2016). Principles and practice of structural equation modeling (4th ed.). Guilford Press.

Ling, W., Chia, R. C., & Fang, L. (2000). Chinese implicit leadership theory. The Journal of Social Psychology, 140(6), 729–739. https://doi.org/10.1080/00224540009600513

Lord, R. G., Brown, D. J., & Harvey, J. L. (2001). System constraints on leadership perceptions, behavior, and influence: An example of connectionist level processes. In M. A. Hogg & R. S. Tindale (Eds.), Blackwell handbook of social psychology: Group processes (Vol. 3, pp. 283–310). Blackwell.

Lord, R. G., Foti, R. J., & De Vader, C. L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance, 34(3), 343–378. https://doi.org/10.1016/0030-5073(84)90043-6

Lord, R. G., & Maher, K. J. (1991). Leadership and information processing: Linking perceptions and performance. Unwin Hyman.

Martin, R., & Epitropaki, O. (2001). Role of organizational identification on implicit leadership theories (ILTs), transformational leadership and work attitudes. Group Processes & Intergroup Relations, 4(3), 247–262. https://doi.org/10.1177/1368430201004003005

Offermann, L. R., & Coats, M. R. (2018). Implicit theories of leadership: Stability and change over two decades. The Leadership Quarterly, 29(4), 513–522. https://doi.org/10.1016/j.leaqua.2017.12.003

Offermann, L. R., Kennedy, J. K., & Wirtz, P. W. (1994). Implicit leadership theories: Content, structure, and generalizability. The Leadership Quarterly, 5(1), 43–58. https://doi.org/10.1016/1048-9843(94)90005-1

Paşa, S. F., Kabasakal, H., & Bodur, M. (2001). Society, organisations, and leadership in Turkey. Applied Psychology: An International Review, 50(4), 559–589. https://doi.org/10.1111/1464-0597.00073

Rosch, E. (1978). Principles of categorization. In E. Rosch & B. B. Lloyd (Eds.), Cognition and categorization (pp. 27–48). Erlbaum.

Schafer, J. L. (1999). Multiple imputation: A primer. Statistical Methods in Medical Research, 8(1), 3–15. https://doi.org/10.1177/096228029900800102

Schein, V. E. (1973). The relationship between sex role stereotypes and requisite management characteristics. Journal of Applied Psychology, 57(2), 95–100. https://doi.org/10.1037/h0037128

Schein, V. E., Mueller, R., Lituchy, T., & Liu, J. (1996). Think manager—think male: A global phenomenon? Journal of Organizational Behavior, 17(1), 33–41. https://doi.org/10.1002/(SICI)1099-1379(199601)17:1%3C33::AID-JOB778%3E3.0.CO;2-F

Schyns, B., Kiefer, T., & Foti, R. J. (2020). 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. Journal of Vocational Behavior, 122, Article 103477. https://doi.org/10.1016/j.jvb.2020.103477

Shondrick, S. J., Dinh, J. E., & Lord, R. G. (2010). Developments in implicit leadership theory and cognitive science: Applications to improving measurement and understanding alternatives to hierarchical leadership. The Leadership Quarterly, 21(6), 959–978. https://doi.org/10.1016/j.leaqua.2010.10.004

Shondrick, S. J., & Lord, R. G. (2010). Implicit leadership and followership theories: Dynamic structures for leadership perceptions, memory, and leader–follower processes. In G. P. Hodgkinson & J. K. Ford (Eds.), International review of industrial and organizational psychology (Vol. 25, pp. 1–33). Wiley- Blackwell. https://doi.org/10.1002/9780470661628.ch1

Singelis, T. M. (1994). The measurement of independent and interdependent self-construals. Personality and Social Psychology Bulletin, 20(5), 580–591. https://doi.org/10.1177/0146167294205014

Staw, B. M., & Ross, J. (1980). Commitment in an experimenting society: An experiment on the attribution of leadership from administrative scenarios. Journal of Applied Psychology, 65(3), 249–260. https://doi.org/10.1037/0021-9010.65.3.249

Sunar, D. (1996). Turkish adaptation of the NEO-FFI. Unpublished manuscript, Boğaziçi University, Istanbul.

Tabachnick, B. G., & Fidell, L. S. (2007). Using multivariate statistics (5th ed.). Pearson.

Tabak, A., Kızıloğlu, A., & Türköz, T. (2013). Örtülü liderlik ölçeği geliştirme çalışması [Development of an implicit leadership scale]. ODTÜ Gelişme Dergisi, 40(1), 97–138.

Wasti, S. A. (2003). The influence of cultural values on antecedents of organisational commitment: An individual-level analysis. Applied Psychology: An International Review, 52(4), 533–554. https://doi.org/10.1111/1464-0597.00150

Wasti, S. A., & Erdil, S. E. (2007). Self-construal scale: Reliability and validity study of the Turkish version [Unpublished manuscript]. Sabancı University, İstanbul, Türkiye.

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Copyright (c) 2026 Nesne Psikoloji Dergisi