Reversing the lens: The role of followership dimensions in shaping transformational leadership behaviour; mediating role of trust in leadership

• Published in: Leadership & organization development journal 2020-02, Vol.41 (1), p.1-18
• Main Authors: Khan, Sajjad Nawaz, Abdullah, Siti Mariam, Busari, Abdul Halim, Mubushar, Muhammad, Khan, Ikram Ullah
• Format: Article
• Language: English
• Subjects: Attitudes; Behavior; Critical thinking; Influence; Leadership; Literature reviews; Motivation; Social exchange theory; Transformational leadership; Trust
• ISSN: 0143-7739; 1472-5347
• DOI: 10.1108/LODJ-03-2019-0100

PurposeThe purpose of this paper is to investigate the role of followership dimensions in the transformational leadership process by reversing the lens from the traditional leader-centric perspective to emerging followership perspective and examine the role of trust as a mediating variable in the proposed relationship.Design/methodology/approachUsing quantitative method data were collected through a questionnaire from 506 respondents of the telecom sector in Pakistan. The proposed hypotheses were tested using SPSS V.23 and PROCESS V.3.1.FindingsThe results indicate that followership dimensions (active engagement and independent critical thinking) positively affect all the four constructs of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Furthermore, trust in leadership partially mediates the direct relationship between followership dimensions and transformational leadership constructs.Research limitations/implicationsThis study is conducted in a developing country context which limits its generalizability in other cultural backgrounds. Hence, further investigation could test the role of followership using different samples and methods.Practical implicationsOrganizations need to pay more attention to followers’ development to produce better followership outcomes that will ultimately help establish strong relationships with transformational leaders and sustained positive outcomes.Originality/valueThis study empirically tests Shamir’s (2007) “reversing the lens” perspective and extends a distinct theoretical contribution to the social exchange theory that neither followers are passive participants, nor always on the receiving end of the relationship but they actively participate to establish a strong relationship with their leaders.