Can leadership branding work in theory and practice to resolve the integration-responsiveness problems facing multinational enterprises?

Hodges, Julie; Martin, Graeme

doi:10.1080/09585192.2011.654235

Cited by 8 publications

(12 citation statements)

References 35 publications

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“…Finally, branding of leadership can be an option for developing a shared leadership identity in an organization on a higher level (Hodges & Martin, 2012). Branding of leadership based on a synthesis of leadership identity construction (DeRue & Ashford, 2010) and dialogue theory (Arnett et al, 2008), and requires the following conditions: dialogical philosophy of leadership and communication, identification with this new corporate leadership identity, acceptance of relational roles in a corporate leadership team, working reciprocity, and motivational rewards.…”

Section: Discussionmentioning

confidence: 99%

“…Branding of leadership based on a synthesis of leadership identity construction (DeRue & Ashford, 2010) and dialogue theory (Arnett et al, 2008), and requires the following conditions: dialogical philosophy of leadership and communication, identification with this new corporate leadership identity, acceptance of relational roles in a corporate leadership team, working reciprocity, and motivational rewards. Data from a longitudinal case study show positive effects of an implemented LSS emphasizing dialogue and shared values (Hodges & Martin, 2012). Certainly, this approach from Hodges and Martin only focuses on leaders at different levels in multinational enterprises, although the theoretical foundation and the required conditions of leadership branding are also useable for teams with and without formal leadership.…”

Section: Discussionmentioning

confidence: 99%

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Perceiving Leadership Structures in Teams: Effects of Cognitive Schemas and Perceived Communication

Cook

Zill

Meyer

2020

Small Group Research

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We investigate whether individual differences predict perceptions of leadership patterns during teamwork. Building on information processing theories, we show that team members’ individual cognitive schemas regarding the distribution of leadership in teams, leadership structure schemas, predict the centralization of individual perceptions of team leadership. Team members’ individual perceptions of communication network centralization partially mediates, and team member’s affective motivation to lead moderates this relationship. Our results indicate that leadership structure schemas, as well as motivation to lead, affect perceived patterns of interpersonal communication as well as the centralization of the individually perceived team leadership structure.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Perceiving Leadership Structures in Teams: Effects of Cognitive Schemas and Perceived Communication

Cook

Zill

Meyer

2020

Small Group Research

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“…Drawing on social identity theory, as individuals are expected to strive for enhancing self‐continuity and self‐esteem, they would be more prone to act consistently with their peers to enhance their group (Löhndorf and Diamantopoulos, ) and thereby their own brand identity. As employees interpret supervisor's actions as representative of their organisation actions (Stinglhamber and Vandenberghe, ), the articulation of brand values by their close peers (i.e., supervisors) could facilitate employees to define themselves with their organization's brand reality (Hodges and Martin, ), enhancing their brand identification levels. Therefore, employees' assimilation of the corporate brand values will be a function of their supervisor's brand‐modeling behavior.…”

Section: Introductionmentioning

confidence: 99%

Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Boukis

Christodoulides

2018

European Management Review

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A wealth of research examines firm or consumer-based brand equity but largely ignores internal stakeholders' perceptions of the brand asset. The present study focuses on service employees who affect both internal (i.e. other employees) and external (i.e., customers) stakeholders through their interactions. The study draws on cognitive psychology and social identity theory to develop and empirically test an integrated model of antecedents and consequences of employee-based brand equity (EBBE) that distinguishes between a cognitive and an affective route for its development via brand knowledge and brand identification respectively. The research extends the limited work on EBBE by examining how perceptions of employees about their supervisors' brand leadership behaviors and their supervisors' focus on their subordinates significantly drive employees' responses to the internal brand. The proposed model also highlights the significant role of EBBE vis-à-vis two citizenship behaviors, namely brand value dissemination and customer orientation.

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“…One proposed approach to addressing change management issues of geographically dispersed leadership and corporate-subsidiary integration-responsiveness is leadership branding (Hodges & Martin, 2012;Ulrich & Smallwood, 2007). Leadership brands are formed over time, characterized by strength, stability, and credibility of the leadership team signal sent to followers (Ulrich & Smallwood, 2007).…”

Section: Evaluation Of Sender's Communication: Leadership Brand Authenticitymentioning

confidence: 99%

Change Management Communication: The Role of Meaningfulness, Leadership Brand Authenticity, and Gender

Shulga

2020

Cornell Hospitality Quarterly

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As hospitality firms face increasing demands that require continuous change, it is imperative to design change management processes that allow for effective communication of change initiatives. This study of 235 employees examined the effects of organizational change communication 1 month after the change message was delivered at the annual leadership conference of a well-known U.S.-based limited-service hotel chain. In hospitality organizations, successful change management is impossible without employee engagement. However, employees’ sensemaking of the organizational change message may encourage or hinder their receptivity to change. Findings showed that while positive appraisal of conference message meaningfulness positively influenced employee work engagement, perceptions of leadership brand authenticity had a stronger impact. Moreover, employees bundled message meaningfulness and leadership brand authenticity perceptions for greater work engagement, which is linked with job satisfaction and service climate evaluation. Female attendees were highly influenced by leadership brand authenticity perceptions, driving stronger job satisfaction and stronger service climate. However, for male attendees, meaningfulness of the conference message had a significant impact on engagement. Thus, hospitality managers’ ability to adjust organizational change communication through message meaningfulness and authentic leadership branding may assist in securing the desired outcomes of change.

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Can leadership branding work in theory and practice to resolve the integration-responsiveness problems facing multinational enterprises?

Cited by 8 publications

References 35 publications

Perceiving Leadership Structures in Teams: Effects of Cognitive Schemas and Perceived Communication

Perceiving Leadership Structures in Teams: Effects of Cognitive Schemas and Perceived Communication

Investigating Key Antecedents and Outcomes of Employee‐based Brand Equity

Change Management Communication: The Role of Meaningfulness, Leadership Brand Authenticity, and Gender

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