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Abstract

The article argues that non-standard employees (NSEs) perceive the employee–employer relationship and hence the leader–follower relationship differently, when compared to workers in standard employment contracts. It highlights relevant differences between employees in flexible employment contracts and standard employees. It seeks to demonstrate that the emerging NSE-follower has consequences for leadership research. Perhaps the most important ramification is that the implicit assumptions in conceptualizing the ‘typical’ leader–follower relationship may no longer be suitable, facing today's workplace reality. In this sense, in order to take the present and continuous changes in the workforce seriously the concepts and theories used in leadership research need to be rethought.

Keywords

non-standard employment flexible employment psychological contract leader-member exchange transformational leadership distributed leadership

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Non-standard employment and leadership research: On consequences for conceptualizing the leader–follower relationship

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