From leadership to followership: can the leader-turned-follower stay committed to achieving organizational goals?

Purpose This study explores the factors that influence whether individuals transitioning from leadership to follower roles (Leader-Turned-Follower) remain committed to organizational goals. Design/methodology/approach A qualitative research design was employed. Using snowball sampling, 30 participants from 27 Ghanaian ministries were selected to provide in-depth insights. The study is conceptually grounded in leader-member exchange (LMX) theory. Findings The findings identify distinct conditions that facilitate cooperation. Cooperation is fostered by recognizing the individual's expertise, demonstrating mutual respect, providing fair attribution for outcomes, making them feel valued and ensuring their engagement. Research limitations/implications The study underscores the applicability of LMX theory in transitional scenarios. It highlights the need for further research into the psychological contracts and identity dynamics of former leaders operating in follower roles. Practical implications Organizations must proactively manage these transitions by formally acknowledging past achievements, clearly defining new roles and cultivating an environment of mutual respect. This strategic approach leverages the individual's experience for organizational success. Social implications Effectively reintegrating former leaders promotes knowledge retention and stability within public institutions. This is crucial for maintaining institutional memory and ensuring effective public service delivery, particularly in developing governance contexts like Ghana. Originality/value This research offers a novel investigation of the underexplored “Leader-Turned-Follower” (LTF) phenomenon in a public-sector context. Its originality lies in expanding the application of the LMX theory by introducing the concept of “relational inheritance” and identifying “Outcome Attribution” as a context-salient symbolic exchange currency in role-inverted dyads, thereby moving beyond previous studies of stable leader–follower dynamics established within the LMX dimension.