The Effect of Followers' Behavior on Leader Efficacy

Abstract

This study tested the effect of followers' behavior on a leader's self-efficacy to lead (leader efficacy). A paired sample T-test and independent sample T-tests were conducted on data collected from 121 MBA students at four different universities in the United States. The results showed that leader efficacy was affected by follower behaviors. The more positive follower behaviors were, the more respondents indicated they would experience an increase in leader efficacy. The more follower behaviors were negative, the more respondents indicated they would experience a decrease in leader efficacy. Moreover, ethnic and gender backgrounds moderated the relationship between follower behaviors and leader efficacy. Specifically, negative follower feedback affected the leader efficacy of Hispanic leaders less than Caucasian leaders. Negative follower feedback also affected the leader efficacy of male leaders less than that of female leaders. In contrast to our predictions, positive follower feedback resulted in no significant differences in leader efficacy between male leaders and female leaders, or between Hispanic leaders and Caucasian leaders. The findings of this study provide evidence of a type of upward influence that has rarely been studied and may have implications for developing competent leaders, building positive leader-follower relationships, and promoting leadership diversity.