Do You Believe What I Believe? A Theoretical Model of Congruence in Follower Role Orientation and Its Effects on Manager and Subordinate Outcomes

Abstract

Building upon relational leadership theory, we develop a theoretical model examining the association between leader-follower congruence in follower role orientation and manager and subordinate relational and well-being outcomes. Follower role orientation represents individuals’ beliefs regarding the best way to enact a follower role. We predict that managers and subordinates who share similar role orientations will experience higher quality leader-member exchange (LMX) relationships and greater eustress than those who differ in their follower role orientations. Propositions are presented for direct effects between congruence and stress and indirect effects through LMX. Our theoretical model contributes to nascent research on followership by offering greater understanding of manager and subordinate beliefs regarding how followers should enact their roles, and the importance of considering leader (i.e., manager) as well as follower outcomes in the workplace. It also extends current thinking about stress as an important outcome of leader-follower relationships.

Citation

Carsten, M.K., Uhl-Bien, M. and Griggs, T.L. (2016), "Do You Believe What I Believe? A Theoretical Model of Congruence in Follower Role Orientation and Its Effects on Manager and Subordinate Outcomes", The Role of Leadership in Occupational Stress (Research in Occupational Stress and Well Being, Vol. 14), Emerald Group Publishing Limited, Leeds, pp. 91-114. https://doi.org/10.1108/S1479-355520160000014004