Finally, the study found no statistically significant correlation exist between critical thinking and work group performance. Furthermore, the results supported the hypotheses that correlations exist between the active engagement dimension of followership with both job and work group performance, as well as the critical thinking dimension of followership and job performance. The research results supported the supposition that there is a difference in average job performance and work group performance of exemplary followers in comparison to pragmatist followers. Since this may have caused Oyetunji’s (2013) study results to be inconsistent with Kelley’s (1992) followership model, a cross-sectional quantitative study was conducted for the first time on the impact of followership styles on both IRB and OCB job performance.
It included only in-role behaviors (IRB) and not organizational citizenship behaviors (OCB) even though Blanchard, Welbourne, Gilmore, and Bullock (2009) posited that exemplary followers exhibit proactive behaviors and take the initiative leading to actions far beyond the minimum job requirements. One study, conducted by Oyetunji (2013), focused on the impact of followership styles on job performance in the Botswana culture. Although Kelley (1992) contended that approximately 80 percent of the organization’s success may be attributed to followers, the concept of followership remains an understudied phenomenon (Uhl-Bien, Riggio, Lowe, & Carsten, 2014.
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