Followership traits and styles effect on organizational performance in Seventh-day Adventist organizations in Kenya: The moderating role of follower demographics and leadership personality

Abstract

This study examined the influence of followership styles and traits on organizational performance and the moderating roles of leadership personality and follower demographics in Seventh-day Adventist organizations in Kenya. Using a quantitative, cross-sectional, correlational research design, data were collected from 381 respondents via self-administered questionnaires. The findings revealed a significant but weak correlation between leadership personality and employee performance (r = -.439, p < .001) and organizational financial sustainability (r = .271, p < .001). Followership styles, such as exemplary followers (β = .295, p < .001), alienated (β = -.279, p < .001), and pragmatic (β = .085, p = .001), are predictors of job satisfaction, while alienated (ß=-.385, p <.001) and passive followers (ß=-.159, p <.01) significantly influenced financial sustainability. Also, followership attributes such as competence was the strongest predictor of job satisfaction (ß = .529, p < .001), and good judgment was the strongest predictor of financial sustainability (ß = .455, p < .001). In addition, none of the followers' demographic characteristics had a significant effect. However, leadership personality mediated alienated followership style and job satisfaction (B= -.357, SE= .104, p = <.001). The study concludes that followership styles and traits significantly influence organizational performance, with leadership personality serving as the moderating factor. Based on the results, it is strongly recommended that organizations give serious consideration to followership.