“Uroboros” circle: a multilevel study on leader–follower and follower–leader crossover

Purpose The literature on the crossover theory (Westman, 2001) typically focuses on how leaders influence followers’ well-being by exchanging psychological states and resources (Hobfoll et al., 2018). However, the role of followers in influencing leaders’ well-being has been less explored. Based on the crossover theory and followership theories (Uhl-Bien et al., 2014), this study aims to investigate the circular process of influence between leaders and followers, examining their mutual ability to exchange resources, even during a crisis. Design/methodology/approach A sample of 607 physicians led by 70 head physicians from Italy participated in a survey during the COVID-19 pandemic. The data were analyzed using multilevel structural equation modeling. Two independent models were tested. Findings Results show that, first, head physicians’ dedication (a component of work engagement) influences followers’ dedication and job satisfaction by articulating a vision, which proved effective during the crisis. Second, followers are also able to influence leaders’ dedication through their own dedication. Originality/value This study contributes to the crossover theory applied to the leader–follower relationship by highlighting that followers can influence leaders, offering insights into crisis leadership. It demonstrates the potential for a resource exchange between physicians, even during a period such as the management of the pandemic. Leaders and followers can benefit from their relationship, while human resources managers should be aware that followers, by playing an active role, can support leaders by influencing their well-being in a reciprocal resource exchange, thereby benefiting from the circular nature of the leader–follower relationship.