When Followers Do Not Emulate Their Leaders: Unraveling the Health‐Related Role Model Effect of Leaders

The Health‐oriented Leadership (HoL) model proposes that leaders serve as health‐related role models for employees. However, little is known about which employees follow their leader's SelfCare example or the effects of deviating from it. This study aims to identify different SelfCare role model constellations between employees (SCe) and leaders (SCl) through a person‐centered approach, examining how these profiles relate to demands and resources and affect employee health and job satisfaction. N = 561 public sector employees were surveyed online at two time points. The questionnaire assessed SelfCare behaviors, health complaints, strain, job satisfaction, demands, and resources. Latent profile analysis identified five health‐related role model profiles: two convergent, two divergent, and one average. Different levels of vulnerability to stress and StaffCare were linked to divergent profiles. In addition, lower levels of lack of time and a less pronounced self‐schema of being strong and independent were related to the “divergent‐resistant” profile. Profiles differed in health and job satisfaction, with the “convergent‐beneficial” (high SCl & SCe) being the most favorable, followed by the “divergent‐resistant” (SCl low, SCe high). The “convergent‐detrimental” (low SCl & SCe) and “divergent‐non‐responding” (SCl high, SCe low) profiles showed no significant differences. This study offers a differentiated perspective on leaders' health‐related role model effect, contributing to HoL research. Findings highlight the need for organizations to reduce employee demands and enhance resources, such as StaffCare, to enable employees to benefit from positive examples and resist negative ones.