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Organic Leadership—Implicit Followership Interaction: Relations among Trust in Supervisor, Active Followership and OCB

Author

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  • Sheng-Wen Liu

    (Economics & Management College, Zhaoqing University, Xinghu Avenue, Zhaoqing 526061, China)

  • Ming-Tsang Hsieh

    (School of Finance and Trade, Wenzhou Business College, Chashan Higher Education Park, Wenzhou 325035, China)

  • Ralph Norcio

    (College of Business and Management, Lynn University, 3601 North Military Trail, Boca Raton, FL 33431, USA)

  • Harika Rao

    (College of Business and Management, Lynn University, 3601 North Military Trail, Boca Raton, FL 33431, USA)

Abstract

Due to the impact of COVID-19, a large number of employees of organizations around the world have been forced to work remotely from home starting in 2020. As a result, leaders and followers face new communication and interaction challenges. If an enterprise is to be successful in the new wave of economic development, it must embrace the role of employee followers. However, there is currently no relevant research. Therefore, the purpose of this study is to analyze the interaction between organic leadership and implicit followers from the perspective of followers who are working remotely and further analyze their relationship with trust in their supervisor, organizational citizenship behavior, and active followership. Using the method of questionnaire measurement, multigroup analysis and ANCOVA and PLS-SEM analysis found the following. First, difference in leadership styles (IV) and implicit followers (IV) had significant effects on employees’ trust in supervisor (DV), organizational citizenship behavior (DV), and active followers (DV). Secondly, the influence of the leaders’ styles (IV) on employees’ trust in supervisor (DV), organizational citizenship behavior (DV), and active followership (DV) was significantly affected only when IFTs were anti-prototypical traits. Finally, organizational citizenship behavior (Med) had an indirect effect between trust in supervisor (DV) and active followership (DV). This article not only fills the gaps in the literature related to leaders and followers, but also provides analytical evidence and new thinking which will enable companies to propose management strategies more effectively for employees working remotely in the face of the impact of the epidemic.

Suggested Citation

  • Sheng-Wen Liu & Ming-Tsang Hsieh & Ralph Norcio & Harika Rao, 2022. "Organic Leadership—Implicit Followership Interaction: Relations among Trust in Supervisor, Active Followership and OCB," Sustainability, MDPI, vol. 14(21), pages 1-23, October.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:21:p:13810-:d:952132
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    References listed on IDEAS

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    1. Sy, Thomas, 2010. "What do you think of followers? Examining the content, structure, and consequences of implicit followership theories," Organizational Behavior and Human Decision Processes, Elsevier, vol. 113(2), pages 73-84, November.
    2. Misbah Hayat Bhatti & Yanbin Ju & Umair Akram & Muhammad Hasnat Bhatti & Zubair Akram & Muhammad Bilal, 2019. "Impact of Participative Leadership on Organizational Citizenship Behavior: Mediating Role of Trust and Moderating Role of Continuance Commitment: Evidence from the Pakistan Hotel Industry," Sustainability, MDPI, vol. 11(4), pages 1-21, February.
    3. Louise Tourigny & Jian Han & Vishwanath V. Baba & Polly Pan, 2019. "Ethical Leadership and Corporate Social Responsibility in China: A Multilevel Study of Their Effects on Trust and Organizational Citizenship Behavior," Journal of Business Ethics, Springer, vol. 158(2), pages 427-440, August.
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