Power hierarchy and followership behavior: felt responsibility for constructive change as a mediator and status hierarchy as a moderator

Purpose Based on job characteristics theory, this study analyzes the relationship between power hierarchy and followership behavior by investigating the mediating role of felt responsibility for constructive change and the moderating role of status hierarchy. Design/methodology/approach A multilevel analysis was conducted using a sample of 273 questionnaires collected from 45 teams. Findings A low level of power hierarchy is positively associated with followership behavior. This relationship is mediated by felt responsibility for constructive change, which is particularly pronounced when status hierarchy is high. Practical implications Managers should prioritize enhancing followership behavior by implementing flatter power structures to empower teams while maintaining a status hierarchy that serves as a motivational force. Originality/value This study enriches the research on the functionality of hierarchy by adopting a follower-centric perspective. This differs from previous team-level studies, as it examines cross-level influences on individual psychological processes, thereby providing a more nuanced exploration. Furthermore, this study offers empirical evidence of the contingent effect of status hierarchy on the relationship between power hierarchy and followership behavior, thereby enhancing our understanding of the contingency factors of the functionality of hierarchy.