How do followership behaviors encourage job performance? A longitudinal study

Shen, Li; Abe, Tomokazu

doi:10.1007/s12144-021-02545-2

Cited by 3 publications

(2 citation statements)

References 42 publications

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“…We firstly tested leader humility, which was not confirmed as a moderator in our study despite our prediction. However, Shen & Abe (2022) , for instance, found an indirect effect of followership behaviors on job performance through perceived supervisor support. Moreover, we expected POS to strengthen the employees’ beliefs that the organization recognizes and rewards increased performance ( Rhoades & Eisenberger, 2002 ) and thereby foster the relationships between active and critical followership with job attitudes.…”

Section: Theoretical Implicationsmentioning

confidence: 98%

Followership styles scrutinized: temporal consistency and relationships with job attitudes and self-efficacy

Ribbat,

Nohe,

Hüffmeier

2023

PeerJ

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While followership has been repeatedly acknowledged as an important part of leadership, key questions are still awaiting empirical testing. In our two studies, we test Kelley’s prominent concept of followership styles for the first time in a longitudinal design. Specifically, we use a latent-state trait approach to examine the degree to which followership behaviors (i.e., active engagement [AE] and independent, critical thinking [ICT]) reflect rather stable or rather dynamic behaviors. Furthermore, we examine the relationships of followership behaviors with job attitudes (i.e., job satisfaction and organizational commitment) and self-efficacy in latent states cross-lagged models. We first test our hypotheses in a sample of N = 184 employees from eleven German service organizations, which were surveyed twice with a time lag of nine to 12 months. To replicate and extend our findings from Study 1, we conducted Study 2 with a sample of N = 570 participants from a German open-access panel, which were surveyed twice with a time lag of four months. In Study 2, we additionally test leader humility and perceived organizational support (POS) as potential moderators of the relationships between followership and job attitudes. While our findings support Kelley’s conceptualization of followership styles as rather consistent behavior patterns, mixed results were found for the relationships with the other variables. We discuss the theoretical and practical implications of our findings as well as the relevance of time in followership research.

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Section: Theoretical Implicationsmentioning

confidence: 98%

Followership styles scrutinized: temporal consistency and relationships with job attitudes and self-efficacy

Ribbat,

Nohe,

Hüffmeier

2023

PeerJ

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“…A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.Lao Tzu (circa 500 BC)The quotations above demonstrate that (a) leadership is more a function of positive and inspirational actions than it is of formal authority/designation and (b) the culture that one comes from determines at least in part what leadership is and how impactful it is. While some argue that more leadership is needed to prepare the next workforce, contemporary academics suggest that this heroic notion is coming to an end (Oc and Bashshur, 2013; Bastardoz and Van Vugt, 2019; Uhl-Bien, 2021; Jackson, 2002; Shen and Abe 2022). In fact, studies on cross-cultural leadership today emphasise the function and significance of positive followership in the leadership process (e.g., Hanges et al, 2016).…”

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confidence: 99%

The when and how of psychological Capital’s upward contagion effect: Exploring through a cross-cultural lens

Venkatanagarajan

Roche

2023

Int'l Jnl of Cross Cultural Management

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The underlying mechanisms through which psychological capital (PsyCap) spreads upward (from followers to leaders) have largely gone unstudied. As such, the focus of this article is to develop some of the theoretical underpinnings of how followership influences leader PsyCap and importantly, highlighting the possible boundary conditions involved in this spread. Specifically, we draw from the resource theory to speculate followers' leader-specific relational models, positive behaviors and LMX as the mechanisms serially underlying PsyCap’s upward contagion effect. Research propositions derived from the conceptual framework are presented. Implications for cross-cultural leadership and future research agenda conclude the article.

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The effect of supervisors’ ethical leadership on graduate students’ academic procrastination in China: a moderated mediation model

Wu,

Kulophas,

Xupravati

2024

Front. Educ.

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IntroductionAcademic procrastination is a pervasive challenge among graduate students that undermines their academic excellence and career advancement while compromising the effectiveness and quality of university academic environments. To address this issue, it is crucial to explore its antecedents. This research investigates the impact of supervisors’ ethical leadership on graduate students’ academic procrastination, employing social learning theory to construct a moderated mediation model.MethodsA comprehensive dataset was gathered from 338 graduate students using a three-stage time-lagged method, which ensured the robustness of the empirical analysis. The research utilized a moderated mediation model to examine the relations between supervisors’ ethical leadership, graduate students’ followership, academic interests, and academic procrastination.ResultsThe analysis revealed a significant negative effect of supervisors’ ethical leadership on graduate students’ academic procrastination, with this relation mediated by graduate students’ followership. Furthermore, graduate students’ academic interests moderated the relation between followership and academic procrastination, as well as the effect of supervisors’ ethical leadership on academic procrastination through the mediation of followership.DiscussionThe findings offer valuable insights into the factors shaping graduate students’ academic behaviors and provide practical guidance for enhancing their academic success and fostering positive academic environments in universities.

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How do followership behaviors encourage job performance? A longitudinal study

Cited by 3 publications

References 42 publications

Followership styles scrutinized: temporal consistency and relationships with job attitudes and self-efficacy

Followership styles scrutinized: temporal consistency and relationships with job attitudes and self-efficacy

The when and how of psychological Capital’s upward contagion effect: Exploring through a cross-cultural lens

The effect of supervisors’ ethical leadership on graduate students’ academic procrastination in China: a moderated mediation model

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