An Empirical Study on the Integrated Model of Followership and Leadership Styles in Japan

This study explores an integrated model of followership and leadership styles that functions optimally. Utilizing Kelley’s (1992) model of followership and Hersey and Blanchard’s (1982) situational leadership theory, Bjugstad et al. (2006) proposed a theoretical framework linking these constructs. However, empirical exploration remains limited in the literature. The analysis focused on variables, such as demographic factors, affective commitment, followership, and leadership. Affective commitment was measured as a reflection of follower productivity, given its known impact on job performance. All proposed hypotheses were rejected, indicating that exemplary and conformist followership styles are associated with higher productivity, independent of leadership styles. Active followership enhances affective commitment among followers. Post-hoc analyses revealed that followership (active) and leadership (task behavior) positively influence affective commitment, while their combination with leadership (relationship behavior) yields negative effects. These findings highlight the complex dynamics between followership and leadership in promoting affective commitment within organizations.