Analyzing the Role of Organizational Climate on Courageous Followership and Authentic Leadership among University Graduates in Pakistan

In today’s world, understanding the concept of followers is as important as the concept of leaders in the organization. Building the concept of followership and leadership, this study used the reversing the lens approach in leadership study and hypothesized that the relationship between courageous followership and authentic leadership enhances in the presence of organizational climate as moderator. The target sample for this study was graduate students from different universities in twin cities of Pakistan i.e. Rawalpindi and Islamabad (N= 171). This sample was chosen by convenience-based sampling due to Covid-19. The data were analyzed by using the SPSS and moderation analysis was also applied to this study. The results supported the hypotheses of the study by concluding that the organizational climate act as a moderator and influences the relationship between courageous followership and authentic leadership. Focusing on developing a good organizational climate will boost the impact of courageous followership behavior and authentic leadership in the students, and this would create a balanced and progressive society. Future researchers might need to consider the courageous followership behavior development and its role in enhancing authentic leadership in different work settings.

Impact of Courageous Followership towards Promoting Exemplary Leadership

The current study focuses not only on developing leadership but also emphasizes the crucial role of employing the concept of followership effectively. The reason for this is that the leadership concept in the organization may not be effective without followership. Therefore, to obtain exemplary leadership, followership has to be inculcated, and that of courage embedded in it. The current study applied to reverse the lens approach in leadership and hypothesized the relation between courageous followership and exemplary leadership. The sample size of 255 was used for this research, chosen by employing convenience-sampling techniques due to Covid-19 conditions and restrictions. The data were screened and then using SPSS did analysis. The results show that courageous followership had an impact on exemplary leadership, meaning that courageous followers would promote exemplary leadership practices in the organizations, which can be very useful for organizations to understand and promote.

Assessing leaders’ power limits over followers

Purpose The purpose of this paper is to review research, especially that of John Gaski, that suggests there are limits to the power a leader has over followers, based on how much power followers will accept. Design/methodology/approach By first reviewing the existing literature on power, leader–follower attachment, leader–follower distance and followership, an exploration of John Gaski’s (1984) Volume of Power, are challenged. This is accomplished through execution of a phenomenological qualitative research study. Findings Survey responses identified 61 themes that were then pared down to six resulting themes, each including positive and negative words (tones) implying variances in responses to leaders. From this, two latent codes emerge: transformational leadership approach; and follower response. Research limitations/implications The author determined that power acceptance by followers is not symmetric as exhibited by the willingness to follow a leader in one area but not fully in another area leading to a volume of power that is not a symmetric cube. Practical implications The results can provide organizations with insights into individually directed training and education focusing on leader–follower relationships, courageous followership and transformational approaches to leadership. Originality/value This research builds on John Gaski’s work regarding follower responses to power. This research presented in this paper supports the hypothesis that follower’s responses are not symmetric.

Servant Leadership and Employee Voice - the Role of Organizational Trust and Courageous Followership

Servant leadership has been deemed crucially relevant for organizational effectiveness and success; thus, significant emphasis is laid upon enhancing and sustaining favorable attitudes and behaviors of leaders towards their followers. Earlier scholars have presented various models of servant leadership; however, a meager number of researches have concentrated on employee voice as a significant antecedent to servant leadership. Therefore, the present study analyzed the key role of employee voice on servant leadership; under the mediating role of courageous followership and moderating role of organizational trust. Employing 214 valid responses; conveniently, from the educational sector organizations operating in twin cities of Pakistan, this study found that the relationship between employee voice and servant leadership is mediated by courageous followership and moderated by the organizational trust; signifying that, a coherence among employee voice and organizational trust is likely to stimulate higher levels of courageous followership, eventually nurturing servant leadership. The study draws upon; discussion, conclusion, limitations, and implications at the closure.