Co-construction of Leadership in an Intercultural Context from a Follower’s Perspective : A Qualitative Case Study in the Finance Industry about the Dyadic Relationship between Manager and Employee

Abstract: Introduction: The co-construction of leadership is a relatively new theoretical concept thatis growing in demand in the field of science. Since our global workforce becomes moreheterogenous and attitudes towards leader-follower relationships evolve, a successfulinteraction between leaders and followers becomes more central to the overall functioningof an organisation. With a global business climate that gradually shifts its focus onemploying more horizontal modes of organising, more emphasis is put on improving thequality of dyadic work relationships. Purpose: The purpose of this study is to explore the esteemed role of follower behaviourin the co-construction of leadership in an intercultural context. Since most literatureemphasis on leader-follower relationships we are interested in exploring a follower-centricperspective on the co-construction of leadership. By adding the aspect of interculturalcontexts, a broader understanding of the impact of culture and communication can beapplied to this study. Research methodology: This study is a case study based on a qualitative research methodwith an inductive research approach. We have held nine recorded semi-structuredinterviews nearly equally spread between leaders and followers with different culturalbackgrounds working for a MNC in the finance industry. We have created a conceptualtheoretical model which was constructed based on findings of empirical data, which isbased on the following five themes - follower behaviour, leader behaviour, working in anintercultural context, leader-follower relationship, and co-construction of leadership. Results and analysis: The result of this study reveals that follower behaviour, leaderbehaviour, dyadic leader-follower relationships, and constructive communication areimportant aspects to have knowledge of to comprehend what actions can be undertaken tofacilitate the co-construction of leadership in an intercultural context. Conclusion: The role of follower behaviour in the co-construction of leadership in anintercultural context plays an active role in the co-constructing of leadership. Bydisplaying certain desirable behaviour and traits, as well as communicating constructively,followers can positively influence leadership. This can be facilitated by leaders that enablefollowers with trust, partnership and growth. In addition, interculturality adds anadditional layer that encompasses diverse perspectives and approaches and encouragespersonal growth.