Followership constructions in a complex organisation: a qualitative analysis

Purpose This study explores how followers in a complex public sector organisation construct and enact followership. It aims to deepen understanding of followers' implicit followership theories (FIFTs) and how belief–behaviour alignment is shaped by organisational dynamics, with implications for leadership development and organisational functioning. Design/methodology/approach A qualitative research design was employed, using 27 semi-structured interviews with employees in subordinate roles in a large South African metropolitan municipality. Thematic analysis was used to identify patterns in beliefs, behaviours and contextual influences across micro, meso and macro levels. Findings Participants articulated multidimensional beliefs about ideal followership, including self-, organisation- and leader-focussed orientations. However, the extent to which these beliefs could be enacted was shaped by contextual enablers and constraints. Proactive, self-focussed orientations were more consistently enacted, while organisational complexity – including political oversight, hierarchical bureaucracy and complex, overlapping accountability structures – constrained the enactment of other orientations. Originality/value This study contributes to followership theory in three ways. It extends followers’ implicit followership theory research by examining how followership beliefs are translated into enactment under conditions of organisational complexity. By interpreting belief orientations through a co-production lens, it refines how co-production strength is expressed in a hierarchical, politicised public sector setting. It also develops a multilevel (micro–meso–macro) conceptual model of the enablers and constraints shaping belief–behaviour alignment.