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Does follower role orientation impact leader-directed outcomes? An exploration of the indirect effects of follower role orientation on influence and leader effectiveness

Published online by Cambridge University Press:  07 September 2022

Ashita Goswami ,
Karoline Evans Open the ORCID record for Karoline Evans [Opens in a new window]  and
Patrick T. Coyle Open the ORCID record for Patrick T. Coyle [Opens in a new window]
Ashita Goswami*
Affiliation:
Korn Ferry Institute, Boston, MA, USA
Karoline Evans
Affiliation:
University of Massachusetts Lowell, Lowell, MA, USA
Patrick T. Coyle
Affiliation:
La Salle University, Philadelphia, PA, USA
*
Author for correspondence: Ashita Goswami, E-mail: [email protected]
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Abstract

Follower role orientations affect how followers approach the leadership process; however, there has been little insight into how individuals use these role beliefs to influence leader outcomes, particularly through their psychological and social leader-follower relationships. This research examines how co-production, passive, and anti-authoritarian follower role orientations affect a follower's influence on their leader and leader effectiveness indirectly through psychological closeness and relationship quality. The results from two studies suggest co-production role orientation had positive effects on influence on the leader through psychological closeness and on perceived leader effectiveness through closeness and leader-member exchange. Passive role orientation was negatively related to followers' influence on the leader through reduced psychological closeness in study 1, while anti-authoritarian role beliefs were negatively related to closeness in study 2. These findings suggest that when followers believe co-production is critical to the leadership process, closeness with the leader, relationship quality, and perceived leader effectiveness improve.

Keywords

Follower role orientationleader effectivenessleader-follower exchangepsychological closenessrole-based followership
Type
Research Article
Information
Journal of Management & Organization , First View , pp. 1 - 33
Copyright
Copyright © The Author(s), 2022. Published by Cambridge University Press in association with the Australian and New Zealand Academy of Management

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