The Power of Followers That do not Follow: Investigating the Effects of Follower Resistance, Leader Implicit Followership Theories and Leader Negative Affect on the Emergence of Destructive Leader Behavior

Güntner, Amelie V.; Klasmeier, Kai N.; Klonek, Florian E.; Kauffeld, Simone

doi:10.1177/15480518211012408

Cited by 7 publications

(5 citation statements)

References 114 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This interpretation is supported by the results of the present study, finding slightly moderate toxic leadership and high nurse effectiveness. Meanwhile, Güntner et al (2021), and Kusy and Kurtulmuş (2020) report that toxic leaders may have a detrimental effect on followers. The results of this study were consistent with the studies of Hannah et al (2013), Kellerman (2004), Kusy and Holloway (2009), Krasikova et al, (2013), Pelletier (2010), Shaw et al, (2011), andTepper et al, (2009), who revealed that toxic leadership has a negative correlation with follower effectiveness in terms of active disengagement, poor critical thinking and poor performance.…”

Section: Discussionmentioning

confidence: 99%

The relationship between toxic leadership and nurses' followership effectiveness

Shipl¹,

Nabawy²,

Ashour³

2022

Cent Eur J Nurs Midw

View full text Add to dashboard Cite

Aim: This study aimed to investigate the relationship between toxic leadership and nurse followership effectiveness. Design: A quantitative cross-sectional study. Methods: This study was carried out in all medical and surgical inpatient care units at Alexandria Main University Hospital. In total, 343 nurses completed the toxic leadership scale and followership styles questionnaires. Frequencies and percentages were used to present demographic characteristics; means and standard deviations were used to present continuous variables. An independent sample t-test, Pearson correlation, and linear regression analysis were conducted to test the nature of the relationship between study variables. Results: The results indicated a slightly moderate mean percentage score for toxic leadership and a slightly high mean percentage score for nurse followership effectiveness. In addition, there was a significant negative weak correlation between toxic leadership and nurse followership effectiveness. Conclusion: Training programs should be designed for leaders and followers to develop self-insight / awareness, maintain self-control and accountability, and advance followership skills. Controlling systems should be developed for the immediate identification of ongoing toxic leadership behavior in the organization, and a whistleblower protection system should be established.

show abstract

Section: Discussionmentioning

confidence: 99%

The relationship between toxic leadership and nurses' followership effectiveness

Shipl¹,

Nabawy²,

Ashour³

2022

Cent Eur J Nurs Midw

View full text Add to dashboard Cite

show abstract

“…The organizational follower and the concepts behind followership have gained significant momentum in leadership studies (e.g., Bastrdoz & Van Vugt, 2019; M. K. Carsten et al., 2010; Coyle & Foti, 2022; Günter et al., 2021; Hoption et al., 2012; Kelley, 2008). Uhl‐Bien et al.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Developing leaders through rotational programs: What is the cost to followers?

Young,

Baker,

Lyndon

et al. 2023

Glob Bus Org Exc

View full text Add to dashboard Cite

The complex nature of today's global organization has led to the adoption of rotational leadership programs to ensure leaders have the necessary skills to succeed in a global landscape. However, this strategy fails to account for what happens to organizational followers when leaders are rotated to new positions. This research aimed to explore followers' experiences when exposed to rotating leadership. A sequential explanatory research mixed‐methods design was used to identify the types of followers in the global organization and their perceptions of this leadership phenomenon. Phase 1 collected data from 302 members of a global organization and identified participants by follower type. Phase 2 included semi‐structured interviews with 29 participants identified in Phase 1 and explored the followers' lived experiences when subjected to frequent changes in leadership. This study advances previous research that explores employee behavior and organizational change and presents new findings about follower perceptions of frequent leadership changes. First, this study found that followers exposed to fewer leaders were more likely to identify themselves as exemplary followers. Second, the perceptions and experiences of rotating leadership varied by follower type. Third, this study found varying perceptions among followers when compared by job function but found frustration the most common among all follower types and job functions. Finally, regardless of type or job function, all followers shared negative experiences and effects of the leadership rotation phenomenon. Based on these results, we discuss theoretical and practical implications for the global organization and offer recommendations for practice and continued exploration.

show abstract

“…Therefore, the threat to supervisors’ leadership identity can be activated by their perception of the difference between an ideal leadership identity and the leadership identity actually granted by employees ( Higgins, 1987 ). For example, supervisors may perceive a leader identity threat when subordinates challenge their authority ( Tedeschi and Felson, 1994 ; Tepper et al, 2017 ; Güntner et al, 2021 ). In the next section, we elaborate in detail on how and when employee voice, a challenging behavior, is positively related to leader identity threat.…”

Section: Theoretical Development and Hypothesesmentioning

confidence: 99%

An identity threat perspective on why and when employee voice brings abusive supervision

Long

et al. 2023

Front. Psychol.

View full text Add to dashboard Cite

PurposeDrawing from identity threat theory, this study aims to understand how and when employee voice can lead to abusive supervision. It proposes and examines a theoretical model in which employee voice is linked to abusive supervision through the mediating effect of leader identity threat.MethodsWe conducted a field study by collecting data from 93 supervisors and 533 subordinates in China at two different points in time. A structural equation model and Mplus software were used to examine the direct relationship between employee voice and abusive supervision, as well as the mediating effect of leader identity threat and the moderating effect of supervisor traditionality.ResultsOur results showed that employee voice was positively related to leader identity threat and had an indirect effect on abusive supervision via leader identity threat. In addition, we found that supervisor traditionality moderated the relationship between employee voice and leader identity threat. Subordinates’ voice increased perceptions of leader identity threat among supervisors with high traditionality, whereas supervisors with low traditionality did not make this association. Finally, the indirect effect of employee voice on abusive supervision via leader identity threat was moderated by supervisor traditionality.DiscussionFirst, this study broadens our understanding of the antecedents of abusive supervision by proposing that employee voice may induce abusive supervision. Second, it develops an identity threat perspective to explain why employee voice is positively related to abusive supervision. Finally, it enriches the research on implicit leadership theories by proposing that supervisors’ cultural values can also influence supervisors’ sense-making of subordinates’ behaviors.

show abstract

The Power of Followers That do not Follow: Investigating the Effects of Follower Resistance, Leader Implicit Followership Theories and Leader Negative Affect on the Emergence of Destructive Leader Behavior

Cited by 7 publications

References 114 publications

The relationship between toxic leadership and nurses' followership effectiveness

The relationship between toxic leadership and nurses' followership effectiveness

Developing leaders through rotational programs: What is the cost to followers?

An identity threat perspective on why and when employee voice brings abusive supervision

Contact Info

Product

Resources

About