Leader-turn-follower: an opportunity for cooperation or sabotage?

Purpose This conceptual paper investigates the phenomenon of “leader-turn-follower,” which refers to individuals previously in leadership roles transitioning into follower positions due to changes such as political shifts or evolving skill demands. The focus is on understanding how a leader-turn-follower demonstrates commitment to achieving organizational goals under a new leader by leveraging their experience, or if they might undermine the new leader, driven by resentment or a sense of loss of authority. Design/methodology/approach The paper sheds light on the construct of leader-turn-follower. It sets the stage for future research to explore the factors influencing whether these individuals support or sabotage new leadership. Findings The study identifies an important question that remained unanswered in previous studies and needs further study. It highlights the need to examine the conditions under which a leader-turned-follower will support or sabotage the new leader’s efforts to achieve organizational goals. It identifies the potential for positive contributions, where leader-turn-followers use their insights and expertise to enhance the new leader’s effectiveness, and negative behaviors, where they may engage in sabotage. Research limitations/implications As a conceptual paper, the study’s propositions are theoretical and require empirical validation through future research. Practical implications The study assists organizations in implementing measures that foster collaboration and mitigate the risk of sabotage by the leader-turned-follower. Originality/value This paper introduces the concept of leader-turn-followers to leadership studies, an area previously neglected. It offers new insights into the dynamics of organizational commitment and the potential conflicts or collaborations that arise when leaders become followers.