The influence of follower orientation on follower behaviour in the leadership process

Orientation: Whilst extensive literature is available on leadership, followership under-researched. This study, therefore, pays attention to specific follower behaviours that can influence the leadership process and are passive. Research purpose: study offers deeper insights into their process. Motivation for study: By extending original research in China of Carsten, Uhl-Bien Huang followership, current endeavours apply these existing scales a different cultural setting. The investigated relationship between followers’ orientation, namely proactively identifying problems or passive role orientation voice behaviour upward delegation. approach/design method: Primary data were gathered from 287 surveyed respondents across industries South Africa, correlation tests multiple regression methods used. Main findings: results show perception followers they need identify (co-production orientation) positively associated with tendency communicate opinions work issues. do not be involved decision-making negatively behaviour. Practical/managerial implications: Managers human resources professionals should consider assessing employees’ during recruitment selection. Employee development programmes also focus reorienting employees towards constructive characterised by co-creation solutions, which actively contributes effective processes. Contribution/value addition: spanned uniquely shows importance how traditional approach focusing might have influenced roles.