Analyzing the Role of Organizational Climate on Courageous Followership and Authentic Leadership among University Graduates in Pakistan

  • Rimsha Zafar MPhil Scholar, LMS National Defence University
  • Wajeeha Ghias Lecturer, LMS National Defence University
  • Dr. Muhammadi Sabra Nadeem Assistant Professor, COMSATS University Islamabad
Keywords: Authentic leadership, Courageous followership, Organizational Climate, Courage

Abstract

In today’s world, understanding the concept of followers is as important as the concept of leaders in the organization. Building the concept of followership and leadership, this study used the reversing the lens approach in leadership study and hypothesized that the relationship between courageous followership and authentic leadership enhances in the presence of organizational climate as moderator. The target sample for this study was graduate students from different universities in twin cities of Pakistan i.e. Rawalpindi and Islamabad (N= 171). This sample was chosen by convenience-based sampling due to Covid-19. The data were analyzed by using the SPSS and moderation analysis was also applied to this study. The results supported the hypotheses of the study by concluding that the organizational climate act as a moderator and influences the relationship between courageous followership and authentic leadership. Focusing on developing a good organizational climate will boost the impact of courageous followership behavior and authentic leadership in the students, and this would create a balanced and progressive society. Future researchers might need to consider the courageous followership behavior development and its role in enhancing authentic leadership in different work settings.

Published
2021-03-07
How to Cite
Rimsha Zafar, Wajeeha Ghias, & Dr. Muhammadi Sabra Nadeem. (2021). Analyzing the Role of Organizational Climate on Courageous Followership and Authentic Leadership among University Graduates in Pakistan. Research Journal of Social Sciences and Economics Review (RJSSER), 2(1), 266-274. https://doi.org/10.36902/rjsser-vol2-iss1-2021(266-274)