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Transformational leadership and followers’ enrollment: An overtime investigation of a non-hierarchical organizing

Author

Listed:
  • Valérie Hauch

    (GRM - Groupe de Recherche en Management - EA 4711 - UNS - Université Nice Sophia Antipolis (1965 - 2019) - UniCA - Université Côte d'Azur)

  • Sabrina Loufrani

    (GRM - Groupe de Recherche en Management - EA 4711 - UNS - Université Nice Sophia Antipolis (1965 - 2019) - UniCA - Université Côte d'Azur)

Abstract

This paper is aimed at providing a better understanding of the transformational leadership process by answering the following question: How are followers of transformational leadership enrolled during a non-hierarchical organizing? More specifically, in a context of non-hierarchical organizing, how does role-taking of followers operate in relation to transformational leadership? Which mechanisms underly followers' enrollment overtime? To answer our questions, we conducted a longitudinal single case study of a French SME digital services company, Aepsilon, whose founding leader and CEO initiated a transformation by deciding to ‘liberate' the company, without hierarchy or managerial control. Our main contribution to the literature about transformational leadership is threefold. First, we bring new knowledge about followers' enrollment of transformational leadership in the context of non-hierarchical organizing, depending on whether the role is played for oneself or for others. Second, we highlight mechanisms underlying followers' enrollment and their activation in the context studied. Finally, thanks to the longitudinal case study of Aepsilon, our research offers also empirical evidence for regarding follower transformation overtime.

Suggested Citation

  • Valérie Hauch & Sabrina Loufrani, 2024. "Transformational leadership and followers’ enrollment: An overtime investigation of a non-hierarchical organizing," Post-Print hal-04614386, HAL.
    • Handle: RePEc:hal:journl:hal-04614386
    as

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