Abstract:
ORIENTATION: Whilst extensive literature is available on leadership, followership is underresearched. This study, therefore, pays attention to specific follower behaviours
that can influence the leadership process and follower behaviours that are passive.
RESEARCH PURPOSE: This study offers deeper insights into followership behaviours and
their influence on the leadership process.
MOTIVATION FOR THE STUDY: By extending the original research in China of Carsten, Uhl-Bien
and Huang on followership, the current study endeavours to apply these existing scales in a
different cultural setting. The study investigated the relationship between followers’
orientation, namely proactively identifying problems or passive role orientation and their
voice behaviour and upward delegation.
RESEARCH APPROACH/DESIGN AND METHODS: Primary data on followership orientation and
behaviour were gathered from 287 surveyed respondents across different industries in
South Africa, correlation tests and multiple regression methods were used.
MAIN FINDINGS: The results show that the perception of followers that they need to
proactively identify problems (co-production orientation) is positively associated with
the tendency of followers to communicate their opinions on work issues. The perception
of followers that they do not need to be involved in decision-making is negatively
associated with voice behaviour.
PRACTICAL/MANAGERIAL IMPLICATIONS: Managers and human resources professionals should
consider assessing employees’ followership orientation during recruitment and selection.
Employee development programmes should also focus on reorienting employees towards
constructive followership, characterised by co-creation of solutions, which actively contributes
towards effective leadership processes.
CONTRIBUTION/VALUE ADDITION: This study spanned across industries and uniquely shows
the importance of role orientation of followers and how the traditional approach of
focusing on leadership development might have negatively influenced followers’
perception of their roles.
