When subordinates do not follow: A typology of subordinate resistance as perceived by leaders

Abstract

Whereas a plethora of research investigated subordinates who accept their leaders’ influence attempts (i.e., those who follow), we focus here on the reversed perspective, namely subordinates who decide not to follow their leaders’ requests. For example, a subordinate may intentionally lower their effort, regularly pass-off work tasks to colleagues, or take the leader for a fool. The purpose of the present study was to develop a conceptual account of this phenomenon. More specifically, we aimed to develop a classification of subordinate resistance as perceived by leaders that can guide future research on this multifaceted phenomenon. To achieve this goal, we conducted 40 semi-structured interviews with organizational leaders. We utilized topic modeling to map out five categories of subordinate resistance (i.e., entitlement, contact seeking/avoiding, effort minimization, emotionally fluctuating communication, and undermining team cohesion). In a second study (N = 1,229), we investigated the frequency with which leaders experienced each category of resistance, and explored leader-related antecedents (demographics, cognitive ability, personality) we well as situational antecedents (industry). We discuss a proposed nomological net of subordinate resistance, consequences that subordinates (and leaders) might face when engaging in (experiencing) subordinate resistance, and how the person–situation debate may contribute to understanding when subordinate resistance occurs.