Adaptive leadership theory proposes that leadership and followership emerge through the reciprocal process of claiming and granting leader and follower identities, rather than being determined by their formal roles. The present research tests the core tenets of this theory by examining how individual factors, such as formal roles and leadership structure schemas (LSSs), and relational factors, such as convergence of LSSs, shape leadership claiming and granting behaviors in leader-follower dyads. It also explores whether reciprocated leadership claims over time enhance the salience of an individual’s leader identity, regardless of their formal role. We apply a multi-method approach, combining survey-based measures and behavioral interaction coding data from 86 individuals in 43 dyads (4262 behavioral units in total). Results showed that individuals in formal leader roles claimed leadership significantly more frequently than formal followers, although LSS did not moderate these behaviors. Reciprocated leadership claims and grants did not significantly affect individuals’ situated leader identity. Yet, such reciprocated patterns at the beginning of interactions predicted similar behavioral patterns later, emphasizing the influence of relational history on leadership dynamics in formal leader-follower dyads. These findings offer theoretical insights into adaptive leadership theory and provides suggestions for fostering co-constructed leadership processes between leaders and followers in practice.
