Leader intention, misconduct and damaged relational follower identity: A moral decision making perspective

Reconciling identity leadership and leader identity: A dual-identity framework

“…This overlap relates to contexts in which leaders are attuned to both their personal identity as a leader and the social identity they share with the team they lead. Here leadership is realized through a relational identity in which these two levels of analysis are articulated with each other -so that a leader's personal identity as a leader is grounded in their social identity as a member of a particular group and their role-related ties and relationships to other members of that group (e.g., in ways discussed by Day & Dragoni, 2015;Brewer & Gardner, 1996;Jolly et al, 2020*;Postmes & Jetten, 2006;Rast et al, 2019;Sluss & Ashforth, 2007;Sluss et al, 2011).…”

“…As work on leader identity progressed, researchers have also noted that the leader identity of leaders who are most effective and successful tends not to be focused entirely on their personal self but also to encompass relational and collective dimensions (Clapp-Smith et al, 2019;Day & Harrison, 2007;Fleming et al, 2018;Jolly et al, 2020*;Johnson et al, 2012;Lord & Hall, 2005). More particularly, Lord and Hall (2005), argue that forms of leader identity that are isomorphic with personal identity (such that leadership is all about 'me the leader') can be understood as relatively immature, and that with greater expertise and maturity leaders grow into more collective aspects of identity, such that "as leaders develop, there is a shift in focus from individual to collective-level identities, both for the leader's own IDENTITY LEADERSHIP AND LEADER IDENTITY 32 self-identity, and the identities of the followers" (p.596; see also Johnson et al, 2012;Komives et al, 2005).…”

Reconciling identity leadership and leader identity: A dual-identity framework

“…This overlap relates to contexts in which leaders are attuned to both their personal identity as a leader and the social identity they share with the team they lead. Here leadership is realized through a relational identity in which these two levels of analysis are articulated with each other -so that a leader's personal identity as a leader is grounded in their social identity as a member of a particular group and their role-related ties and relationships to other members of that group (e.g., in ways discussed by Day & Dragoni, 2015;Brewer & Gardner, 1996;Jolly et al, 2020*;Postmes & Jetten, 2006;Rast et al, 2019;Sluss & Ashforth, 2007;Sluss et al, 2011).…”

How subjective ethical congruence facilitates leadership identification construction: A followership perspective

“…First, given the critical importance of ethicality in identification construction (Carsten & Uhl‐Bien, 2013; Jolly et al., 2022), most relevant studies examine the impacts of supervisor‐subordinate value congruence rather than ethical congruence on relevant identification (e.g., Marstand et al., 2018; Yue et al., 2022). Nevertheless, compared with value congruence, which focuses on general interests, values, and guiding principles, ethical congruence emphasizes the importance of specific individual characteristics—morality (Aquino & Reed, 2002), 1 which is more essential to organizational effectiveness (Sidani & Rowe, 2018).…”