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The paper found out that, members' effective followership perceived greater membership satisfaction when organizational performance was high, since they are also the cooperative owners.

The study investigated how performance, interact with followership behaviour for member satisfaction. This is a qualitative study that utilized both primary and secondary data including: cooperatives financial audit reports and annual general meetings minutes, observation and interviews of co-operatives' members.

This paper aims to explicate the role of followership behaviour on membership satisfaction as well as the cooperatives performance that may moderate the relationship. There is a thin line between the members, followers and leaders in cooperative organizations. The cooperatives are user-owned, user-controlled and user-benefit organizations. Originality/value-This study is the first attempt specifically in Asian context to highlight the role of followership as a moderating variable in leadership theory in the organizational change context. This study also highlights that both transformational leadership and followership are essential elements in shaping recipients' reactions, with active followers contributing to the role of leadership in the change process. Practical implications-This study suggests that for successful implementation of change in organizations, the employees play an important role and that managers with transformational leadership behaviour play a critical role in shaping positive change reactions. Moreover, followership has a significant effect on the relationship between transformational leadership style and factors of employees' reaction. Findings-The results of the study showed that transformational leadership style was positively related to all three factors of employees' reactions (frequency of change, trust in management and employees' participation) towards organizational change. The primary purpose of the qualitative study design was to support and strengthened the results of the main quantitative research design. A quantitative research design was followed by qualitative research questions to get more in-depth insights into the used relationships. Design/methodology/approach-A mixed methods study design was applied to investigate the factors underlying the phenomenon of transformational leadership and organizational change. Furthermore, to understand the importance of followership it has been analyzed as a moderating variable in the relationship between transformational leadership style and factors of employees' reactions. Purpose-This study aims to investigate the relationship between transformational leadership style and factors of employees' reactions towards organizational change in the telecommunication sector of Pakistan.

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