Evaluation of and support for group prototypical leaders: a meta-analysis of twenty years of empirical research

Barreto, Nicolas B.; Hogg, Michael A.

doi:10.1080/15534510.2017.1316771

Cited by 116 publications

(96 citation statements)

References 60 publications

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“…Consistent with these claims, there is a large body of research which shows that leaders' capacity to influence group members, and be perceived by them as having extraordinary capabilities (including charisma) rests on their capacity to be seen as prototypical of the group (e.g., Platow, van Knippenberg, Haslam, van Knippenberg, & Spears, 2006; for recent reviews see Barreto & Hogg, 2017;Hogg, van Knippenberg, & Rast, 2012;Haslam et al, 2011;van Knippenberg, 2011). As Akerlof (2011, p. xvi) observes:…”

Section: Identity Leadership and Organizational Behaviormentioning

confidence: 97%

Identity economics meets identity leadership: Exploring the consequences of elevated CEO pay

Steffens

Haslam

Peters

et al. 2020

The Leadership Quarterly

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Economists have recently proposed a theory of identity economics in which behavior is understood to be shaped by motivations associated with identities that people share with others. At the same time psychologists have proposed a theory of identity leadership in which leaders' influence flows from their creation and promotion of shared identity with followers. Exploring links between these approaches, we examine the impact of very high leader pay on followers' identification with leaders and perceptions of their leadership. Whereas traditional approaches suggest that high pay incentivizes leadership, identity-based approaches argue that it can undermine shared identity between leaders and followers and therefore be counterproductive. Supporting this identity approach, two studies provide experimental and field evidence that people identify less strongly with a CEO who receives high pay relative to other CEOs and that this reduces that leader's perceived identity leadership and charisma. The implications for leadership, economics, and organizations are discussed.

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Section: Identity Leadership and Organizational Behaviormentioning

confidence: 97%

Identity economics meets identity leadership: Exploring the consequences of elevated CEO pay

Steffens

Haslam

Peters

et al. 2020

The Leadership Quarterly

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show abstract

“…Here, the more leaders are attuned to the social identity that they share with followers (a sense of ‘we‐ness’), the more influential and trusted they are likely to be. Many studies have supported these ideas and shown, for instance, that the more prototypical leaders are of the group that they are leading (i.e., the more they are seen to embody the norms, values, and goals of their group), the more effective they are – for example, being trusted more, securing more follower support, and having greater leeway to make decisions (Barreto & Hogg, ; Hogg, van Knippenberg, & Rast, ; Platow, Haslam, Reicher, & Steffens, ; Turner & Haslam, ; van Knippenberg, ).…”

Section: Introductionmentioning

confidence: 99%

Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries

Dick

Lemoine

Steffens

et al. 2018

J Occupat & Organ Psyc

131

154

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Recent theorizing applying the social identity approach to leadership proposes a four‐dimensional model of identity leadership that centres on leaders’ management of a shared sense of ‘we’ and ‘us’. This research validates a scale assessing this model – the Identity Leadership Inventory (ILI). We present results from an international project with data from all six continents and from more than 20 countries/regions with 5,290 participants. The ILI was translated (using back‐translation methods) into 13 different languages (available in the Appendix ) and used along with measures of other leadership constructs (i.e., leader–member exchange [LMX], transformational leadership, and authentic leadership) as well as employee attitudes and (self‐reported) behaviours – namely identification, trust in the leader, job satisfaction, innovative work behaviour, organizational citizenship behaviour, and burnout. Results provide consistent support for the construct, discriminant, and criterion validity of the ILI across countries. We show that the four dimensions of identity leadership are distinguishable and that they relate to important work‐related attitudes and behaviours above and beyond other leadership constructs. Finally, we also validate a short form of the ILI, noting that is likely to have particular utility in applied contexts. Practitioner points The Identity Leadership Inventory (ILI) has a consistent factor structure and high predictive value across 20 countries and can thus be used to assess a leader's ability to manage (team and organizational) identities in a range of national and cultural contexts. Identity leadership as perceived by employees is uniquely related to important indicators of leadership effectiveness including employees’ relationship to their team (identification and perceived team support), well‐being (job satisfaction and reduced burnout), and performance (citizenship and innovative behaviour at work). The ILI can be used in practical settings to assess and develop leadership, for instance, in 360‐degree feedback systems. The short form of the ILI is also a valid assessment of identity leadership, and this is likely to be useful in a range of applied contexts (e.g., those where there is a premium on cost and time or when comparing multiple leaders or multiple time points).

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“…the group; a phenomenon supported by meta-analysis (Barreto & Hogg, 2017). In this research, we examine the complementary side of this dynamic by studying group preferences of marginalized, rather than prototypical, individuals.…”

mentioning

confidence: 99%

Marginalized Individuals and Extremism: The Role of Ostracism in Openness to Extreme Groups

Hales

Williams

2018

Journal of Social Issues

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Does the experience of being socially ostracized increase interest in extreme groups? Drawing from the temporal need‐threat model of ostracism, and uncertainty‐identity theory, we conducted two experiments testing the hypothesis that compared to included individuals, ostracized individuals will show greater interest in extreme groups. In Study 1, following a recruitment attempt, ostracized participants expressed greater willingness to attend a meeting of an activist campus organization advocating reducing tuition. In Study 2, ostracized participants expressed greater openness towards gang membership. These findings emphasize the importance of leaders creating environments that minimize feelings of social exclusion, and suggest that approaches to international policy that exclude/marginalize (i.e., refusing to meet for negotiations) may produce greater extremity.

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Evaluation of and support for group prototypical leaders: a meta-analysis of twenty years of empirical research

Cited by 116 publications

References 60 publications

Identity economics meets identity leadership: Exploring the consequences of elevated CEO pay

Identity economics meets identity leadership: Exploring the consequences of elevated CEO pay

Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries

Marginalized Individuals and Extremism: The Role of Ostracism in Openness to Extreme Groups

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