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

Sheng-Wen Liu, Ming-Tsang Hsieh (), Ralph Norcio and Harika Rao
Additional contact information
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

Sustainability, 2022, vol. 14, issue 21, 1-23

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.

Keywords: active followership; implicit followership; organizational citizenship behavior; leadership; trust in supervisor (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2022
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
https://www.mdpi.com/2071-1050/14/21/13810/pdf (application/pdf)
https://www.mdpi.com/2071-1050/14/21/13810/ (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:14:y:2022:i:21:p:13810-:d:952132

Access Statistics for this article

Sustainability is currently edited by Ms. Alexandra Wu

More articles in Sustainability from MDPI
Bibliographic data for series maintained by MDPI Indexing Manager ().