African Journal of
Business Management

  • Abbreviation: Afr. J. Bus. Manage.
  • Language: English
  • ISSN: 1993-8233
  • DOI: 10.5897/AJBM
  • Start Year: 2007
  • Published Articles: 4164

Full Length Research Paper

Strategies for strengthening leader-follower relationships for improving organizational performance

Odiaka Onyinyechi
  • Odiaka Onyinyechi
  • Department of Management and Technology, Walden University, USA.
  • Google Scholar
Schaefer Thomas
  • Schaefer Thomas
  • Department of Management and Technology, Walden University, USA.
  • Google Scholar
Roman Juan
  • Roman Juan
  • Department of Business Administration, Embry-Riddle Aeronautical University, Daytona Beach, Florida, USA.
  • Google Scholar


  •  Received: 22 July 2022
  •  Accepted: 24 October 2022
  •  Published: 30 November 2022

Abstract

The paper uses a qualitative single case study approach. Participants included 14 leaders who successfully developed and implemented high-quality leader-follower relationship strategies. Data collection techniques were semi-structured face-to-face interviews, a review of company documents, and the organizations’ websites. The paper explores strategies that leaders in oil-servicing organizations use to strengthen high-quality leader-follower relationships and improve organizational performance. Through thematic analysis five themes emerged: Leadership styles, motivation, mentoring and coaching, communication methods, and follower engagement.  The results suggest that understanding the strength, weaknesses, and behavioral patterns of followers will help organizational leaders adopt strategies that can influence followers and improve organizational performance. This investigation contributes to that literature by showing practical and successful applications of high-quality leader-follower relationships resulting in improved organizational performance.

 

Key words: Leader-Follower, Leader-Member Exchange (LMX) Theory, Leadership, Oil and Gas.