Reversing the lens

Abstract

Purpose The purpose of this paper is to investigate the role of followership dimensions in the transformational leadership process by reversing the lens from the traditional leader-centric perspective to emerging followership perspective and examine the role of trust as a mediating variable in the proposed relationship. Design/methodology/approach Using quantitative method data were collected through a questionnaire from 506 respondents of the telecom sector in Pakistan. The proposed hypotheses were tested using SPSS V.23 and PROCESS V.3.1. Findings The results indicate that followership dimensions (active engagement and independent critical thinking) positively affect all the four constructs of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Furthermore, trust in leadership partially mediates the direct relationship between followership dimensions and transformational leadership constructs. Research limitations/implications This study is conducted in a developing country context which limits its generalizability in other cultural backgrounds. Hence, further investigation could test the role of followership using different samples and methods. Practical implications Organizations need to pay more attention to followers’ development to produce better followership outcomes that will ultimately help establish strong relationships with transformational leaders and sustained positive outcomes. Originality/value This study empirically tests Shamir’s (2007) “reversing the lens” perspective and extends a distinct theoretical contribution to the social exchange theory that neither followers are passive participants, nor always on the receiving end of the relationship but they actively participate to establish a strong relationship with their leaders.

Leader green behavior as an outcome of followers' critical thinking and active engagement: the moderating role of pro-environmental behavior

“…On the other hand, ICT dimension highlights followers with critical thinking ability, and those who provide constructive feedback and the courage to question leader's decision with alternative solutions. Similarly, AE dimension represents followers having abilities to support and actively engage in arguments about leadership process (Brumm and Drury, 2013;Kelley, 1992Kelley, , 2008Khan et al, 2020). Moreover, followership role orientation perspective highlights the belief that individuals have regarding their role/position of followership and its effectiveness (Carsten et al, 2018).…”

“…Moreover, it was proved by Hage and Posner (2015) that courageous followership leads to exemplary leadership where the leaders are encouraged to accept the followers' ideas and also promote their rational thoughts when making business decisions. Khan et al (2020) proposed that transformational leaders see their followers as a source of support by seeking the help of followers in identifying problems with respective solutions. Followers' new ideas for changes introduce them as partners in the leadership process and, thus, help in achieving organizational goals.…”

“…Therefore, when the organization faces lots of changes, these followers assist leaders to propose viable substitute solutions. Furthermore, their proactiveness in business change programs inevitably encourages leaders and fosters a healthy and trust-based relationship, which in turn leads to fruitful change implementation (Khan et al, 2020). According to Carsten et al (2018) and Fairhurst and Uhl-Bien (2012), those organizations which pay greater attention to the development of followers in order to translate into productive followership outcomes, can eventually develop the transformational leaders and produce wide-ranging positive changes in the organization.…”

“…ICT is positively related to leader's green Behavior 2.3.2 Active engagement and leader's green behavior. Khan et al (2020) bring into limelight the followers' active role and elaborate on how the engagement level plays an important role in defining transformational leadership behavior. Stern (2021) is of the opinion that followers are equally accountable for collecting and disseminating crucial information to the leaders, categorically singling out and proposing solutions, and helping the leader to constructively reach their true potential.…”

“…Khan et al . (2020) proposed that transformational leaders see their followers as a source of support by seeking the help of followers in identifying problems with respective solutions.…”