<p>While research on leadership behaviors is abundant, there has been relatively little attention paid to followership behaviors. However, without followers, there is no leaders. Although some studies have begun to examine the impact of charismatic and transformational leadership styles on followership behavior at the individual level, scholars seem to overlook significant cultural differences in leadership styles, such as differential leadership—a style deeply rooted in Eastern characteristics—and the exploration of followership behavior within teams. To address this issue, we developed a cross-level theoretical model based on fairness heuristic theory to examine the impact of differential leadership on followership behavior. We propose that the team justice climate mediates the relationship between differential leadership and both positive and negative followership behaviors among employees, with perceived insider status playing a crucial moderating role. Data were collected in two phases from 277 employees across 55 teams using a widely-used crowdsourcing website for academic research. The findings indicate that differential leadership significantly negatively affects the team justice climate. As perceived insider status strengthens, the positive impact of the team justice climate on positive followership behavior weakens, and similarly, its negative impact on negative followership behavior also diminishes. Our research makes a significant contribution to the study of followership behavior in Eastern cultural contexts and paves the way for future research from a team perspective.</p>