A Study on the Mechanism of Cultural Differences among New Employees Influencing Implicit Followership

DOI: https://doi.org/10.62517/jmsd.202512517

Author(s)

Wei Zhang*

Affiliation(s)

School of Management, Guangdong University of Science and Technology, Dongguan, Guangdong, China *Corresponding Author

Abstract

Leadership is a collaborative process with followership, in which leaders and followers define, develop, and manage their mutual relationship. This study focuses on implicit followership at the individual level, using new employees as subjects. It introduces two distinct follower role cognitive structures-positive and negative implicit followership examining how traditional and modern individual orientations influence followers’ implicit followership. It derives and substantiates the constituent elements and structural patterns of follower role perceptions formed by new employees entering the workplace, expanding prior research on the antecedents of implicit following at the individual level and offering theoretical contributions to this field.

Keywords

Traditionality; Modernity; Positive Implicit Followership; Negative Implicit Followership

References

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