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