abstract: Grounded in the relational view of leadership, this dissertation explores the dynamics of the leader/follower relationship in the context of a collective using a social networks approach. Specifically, I build on DeRue and Ashford’s (2010) work that focuses on dynamic, socially constructed leadership relationships within a dyad to focus on such relationships within a collective. In doing so, I conceptualize collective leader endorsement – receiving a grant of leader identity from a collective of followers – and examine the implications of collective leader endorsement. As a dynamic relationship, collective leader endorsement can change as individuals give and receive grants of leader identity. I draw on relational models of leadership theory and appraisal theory to examine how contextual situations (i.e., identity jolts) prompt change in collective leader endorsement at the network level and how such change can influence individual functioning at the individual level. As a socially constructed relationship, collective leader endorsement creates the potential for disagreement among members of the collective regarding grants of leader identity. I draw on social comparison theory and appraisal theory to suggest that agreement (or lack thereof) can influence the individual’s perceived demands and overall functioning within the collective. Using data from 106 individuals on a collegiate football team in the United States over 12 consecutive weeks, I find significant changes in collective leader endorsement and the associated leadership network over the course of the season. Specifically, I find that challenging situations prompted a reevaluation of leader identities and shifted the patterns within the leadership network. In addition, change in an individual’s level of collective leader endorsement prompted additional perceived demands and lowered well-being. This relationship was attenuated if the individual had a supportive coach to help him cope with additional leadership demands. Finally, (lack of) agreement regarding the individual’s leader identity also influenced the individual’s well-being. Specifically, the individual experienced enhanced perceived demands (and associated lower well-being) if the individual’s perception of who should receive grants of leader identity was incongruent with the collective’s perception of collective leader endorsement. / Dissertation/Thesis / Doctoral Dissertation Business Administration 2018