Taking a follower's perspective on leadership and contributing to the new research stream on behaviors conducive to its emergence, we examined how distinct types of instrumental (task focused) helping-autonomy- versus dependency-helping-affected recipients' support for their helpers' leadership. Based on the literature on employees' needs for autonomy and mastery, combined with the empowering nature of autonomy-helping, we reasoned that autonomy- (vs. dependency-) helping typically signals greater benevolence toward recipients, enhancing their support for their helpers' leadership. Our findings were generalized across various samples (of U.S. and Israeli employees), manipulations, and research settings: simulations (Studies 1 and 2b), workplace role-play scenario (Study 2a), and recollections of helping events in the workplace (Study 3). We found that autonomy- (vs. dependency-) helping increased recipients' support for their helpers' leadership by heightening perceptions of helpers' benevolence-based (rather than ability-based) trustworthiness (Studies 1 and 3). We also showed time pressure to be a boundary condition under which the advantage of autonomy-helping disappeared (Studies 2a and 2b)-with dependency-helping then inducing comparable levels of perceived benevolence and thus similar support for the helper's potential leadership. Overall, we shed light on the development of informal leadership by uncovering how recipients interpret and respond to the two help types. Practically, this analysis opens the door to new ways for aspiring managers to enhance support for their leadership from potential followers, available even to those unlikely to be appointed to formal leadership positions. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

中文翻译：

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如果不紧急的话，给他们一根钓鱼竿：帮助类型对支持者领导力的影响。

从追随者的角度来看待领导力，并为有利于其出现的行为的新研究流做出贡献，我们研究了不同类型的工具性（以任务为中心）帮助-自主-与依赖-帮助-如何影响接受者对其帮助者领导力的支持。根据有关员工对自主和掌握的需求的文献，结合自主帮助的赋权本质，我们推断自主（相对于依赖）帮助通常意味着对接受者更大的仁慈，增强他们对帮助者领导力的支持。我们的研究结果概括于各种样本（美国和以色列员工）、操作和研究环境：模拟（研究 1 和 2b）、工作场所角色扮演场景（研究 2a）以及工作场所帮助事件的回忆（研究 3） ）。我们发现，自主（相对于依赖）通过增强对帮助者基于仁慈（而不是基于能力）的可信度的看法，帮助增加接受者对其帮助者领导力的支持（研究 1 和 3）。我们还表明，时间压力是一种边界条件，在此条件下，自主帮助的优势消失了（研究2a和2b），而依赖帮助则诱导出可比水平的感知仁慈，从而对帮助者的潜在领导力产生类似的支持。总的来说，我们通过揭示接受者如何解释和回应这两种帮助类型来阐明非正式领导力的发展。实际上，这一分析为有抱负的管理者打开了新方法之门，以增强潜在追随者对其领导力的支持，甚至那些不太可能被任命为正式领导职位的人也可以使用。（PsycInfo 数据库记录 (c) 2023 APA，保留所有权利）。