Implicit followership theories and resistance to leaders’ unethical requests: the mediating role of organizational citizenship behavior

Abstract

Purpose

This study aims to adopt a follower-centric approach in leadership and ethics research by investigating the impact of implicit followership theories (IFTs) on followers’ constructive resistance to leaders’ unethical requests. Specifically, it analyzes the mediating role of organizational citizenship behavior in the relationship between IFTs and constructive resistance. Indeed, this study aims to examine whether followers with more positive beliefs about the characteristics that a follower should have IFTs are more likely to resist unethical leadership and whether this relationship is mediated by organizational citizenship behavior as volunteering acts that exceed the formal job requirements.

Design/methodology/approach

The proposed hypotheses were tested using survey data from 273 employees working in a steel manufacturer company in Iran. The variance-based structural equation modeling technique was used to analyze data.

Findings

The results show that followership antiprototype negatively affects both follower’s constructive resistance and organizational citizenship behavior. Furthermore, organizational citizenship behavior mediates the relationship between IFTs and follower’s constructive resistance. Also, both followership prototype and organizational citizenship behavior have a positive effect on follower’s constructive resistance.

Originality/value

Contrary to the dominant leader-centric approach in leadership and organizational ethics research, few studies have examined the role of followers and their characteristics. The results of this study provide important insights into the role of followers in resistance against the leader’s unethical request.

Citation

Aghaei, M., Nasr Isfahani, A., Ghorbani, A. and Roozmand, O. (2023), "Implicit followership theories and resistance to leaders’ unethical requests: the mediating role of organizational citizenship behavior", International Journal of Organizational Analysis, Vol. 31 No. 5, pp. 1364-1383. https://doi.org/10.1108/IJOA-06-2021-2830