Rashid MSMcGhee P2025-03-122025-03-122025-03-03Rashid MS, McGhee P. (2025). Exploring upstream affective influence: how followers can shape leader support. International Journal of Manpower. 46. 10. (pp. 60-76).0143-7720https://mro.massey.ac.nz/handle/10179/72619Purpose Little is known about how followers can influence leaders through affect display. This paper explores the relationship between follower affect and leader support through the mediating processes of leader social mindfulness and leader affect. Design/methodology/approach This paper is based on two studies (Pakistan and New Zealand) and employs a multisource time-lagged design. Multilevel analysis was conducted using the MLwiN program to test hypotheses. Findings Follower positive affect has a beneficial impact on leader support behavior, and negative affect has a detrimental effect. Leader affect and social mindfulness partially mediate these direct relationships. Practical implications Leaders should acknowledge that followers, too, can influence them via affect display. Organizations need to train leaders to boost their emotional intelligence. Originality/value This research provides additional evidence on follower-leader influences. It adds to leadership literature by providing a novel understanding of the underlying mechanisms of how follower affect can shape leader factors.(c) 2024 The Author/sCC BY 4.0https://creativecommons.org/licenses/by/4.0/legalcodeLeader–followerUpstream affective influencesSocial mindfulnessLeader supportJournal article10.1108/IJM-03-2024-02021758-6577journal-article60-76https://www.massey.ac.nz/massey/expertise/college-staff-lists/massey-business-school/school-of-management-staff.cfm?stref=561722