Implicit followership theories and resistance to leaders’ unethical requests: the mediating role of organizational citizenship behavior

Abstract

Purpose This study aims to adopt a follower-centric approach in leadership and ethics research by investigating the impact of implicit followership theories (IFTs) on followers’ constructive resistance to leaders’ unethical requests. Specifically, it analyzes the mediating role of organizational citizenship behavior in the relationship between IFTs and constructive resistance. Indeed, this study aims to examine whether followers with more positive beliefs about the characteristics that a follower should have IFTs are more likely to resist unethical leadership and whether this relationship is mediated by organizational citizenship behavior as volunteering acts that exceed the formal job requirements. Design/methodology/approach The proposed hypotheses were tested using survey data from 273 employees working in a steel manufacturer company in Iran. The variance-based structural equation modeling technique was used to analyze data. Findings The results show that followership antiprototype negatively affects both follower’s constructive resistance and organizational citizenship behavior. Furthermore, organizational citizenship behavior mediates the relationship between IFTs and follower’s constructive resistance. Also, both followership prototype and organizational citizenship behavior have a positive effect on follower’s constructive resistance. Originality/value Contrary to the dominant leader-centric approach in leadership and organizational ethics research, few studies have examined the role of followers and their characteristics. The results of this study provide important insights into the role of followers in resistance against the leader’s unethical request.

Followership: a review of current and emerging research

“…The effective follower corresponds well with Chaleff's (2009) courageous follower who keeps the organisational objectives in mind when she acts and supports the leader in the attainment thereof. The courageous follower is also inclined to challenge the leader if the leader is deviating from the organisation's goals or displaying unethical behaviours or leadership (Aghaei et al. , 2021, p. 2); thus, operating as a high challenge and high support partner to the leader.…”

“…The need for research on followership is underpinned by the assumption that it is not possible to gain a full understanding of leadership without examining the contribution of followers and followership to the leadership process (Uhl-Bien et al. , 2014, p. 89; Aghaei et al. , 2021, p. 2).…”

“…It is encouraging to note that there is growth in the body of research that is investigating various dimensions of organisational leadership by considering both leaders' and followers' IFTs (Coyle and Foti, 2022; Aghaei et al. , 2021; Veestraeten et al.…”

“…), and are “an empty vessel waiting to be led, or even transformed by the leader” (Goffee and Jones, 2001 as cited in Shamir, 2007, p. x). Whilst the insight into leaders is critical in expanding the understanding of leadership, it is important to note that leaders are not the only ones that play a significant role in the organisation or the leadership process; there is also the role of followers (Aghaei et al. , 2021, p. 13).…”

“…The study of followership encompasses followership role orientations, context, follower role enactment, follower styles, implicit followership theories (IFTs) and social constructions of followership (Carsten et al, 2010(Carsten et al, , 2018Uhl-Bien et al, 2014;Stegmann et al, 2020;Aghaei et al, 2021). Through the study of followership, we have an opportunity to add "descriptions of follower styles and followership behaviors" to expand our understanding of the leadership process (Carsten et al, 2010, p. 543).…”