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Cited by 25Job Satisfaction and Organizational BehaviorWorkplace Violence and BullyingLeadership and Management in Organizations

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The Power of Followers That do not Follow: Investigating the Effects of Follower Resistance, Leader Implicit Followership Theories and Leader Negative Affect on the Emergence of Destructive Leader Behavior

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Güntner, Amelie V., Klasmeier, Kai N., Klonek, Florian E., Kauffeld, Simone·2021·Journal of Leadership & Organizational Studies
DOI 10.1177/15480518211012408
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Abstract

This study focuses on follower resistance as a potential antecedent of destructive leader behavior and examines leader-related moderators and mediators to help explain the relationship between follower resistance and destructive leader behavior. Drawing from implicit followership theories, we propose that the relationship between follower resistance and destructive leader behavior is moderated by leaders’ Theory X schema. Furthermore, we build on affective events theory to hypothesize that follower resistance increases destructive leader behavior via leaders’ negative affect. We tested our hypotheses in a within-subjects online field experiment. Our study findings demonstrate that follower resistance increases destructive leader behavior and that this relationship is mediated through leaders’ negative affect and moderated by leaders’ Theory X schema. We discuss theoretical implications regarding the impact of (resistant) follower behavior on destructive leadership and offer methodological advances in terms of research design and analytical approaches to deal with endogeneity issues and derive causal inferences. Lastly, we derive practical implications for utilizing follower resistance.

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Metadata

Authors
Güntner, A. V., Klasmeier, K. N., Klonek, F. E., & Kauffeld, S.
Affiliations
  • University of Zurich (CH)
  • Federal Institute for Occupational Safety and Health (DE)
  • Curtin University (AU)
  • Technische Universität Braunschweig (DE)
Corresponding author
Güntner, Amelie V.
ORCID
Venue
Journal of Leadership & Organizational Studies
Publisher
SAGE Publications
Published
2021-05-12
Volume
28
Issue
3
Pages
349-365
ISSN
  • 1548-0518 (ISSN-L)
  • 1939-7089
DOI
10.1177/15480518211012408
OpenAlex
W3161484632
Cited by
25
References
13
Citations by year
2026: 4 · 2025: 11 · 2024: 3 · 2023: 3 · 2022: 3 · 2021: 1
FWCI
2.42
Type
journal article
Language
en
Open access
Licence
Locations
  • Journal of Leadership & Organizational Studies (publishedVersion)
  • Zurich Open Repository and Archive (University of Zurich) (acceptedVersion)
  • Figshare (submittedVersion, cc-by)
  • Zurich Open Repository and Archive (University of Zurich) (submittedVersion)
  • Zurich Open Repository and Archive (University of Zurich)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Workplace Violence and Bullying
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
Keywords
implicit followership theories, affective events theory, destructive leadership, leader-follower interaction

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