Like Leader, Like Follower: Impact of Leader–Follower Identification Transfer on Follower Outcomes

Ishaq, Erum; Bouckenooghe, Dave; Zakariya, Ramsha

doi:10.1007/s10869-022-09860-w

Cited by 3 publications

(2 citation statements)

References 59 publications

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“…The results show that leader identity partly mediates the relationship between individual-level ethical leadership and employees' OCBE, team environmental atmosphere completely mediates the relationship between team-level ethical leadership and employees' OCBE, and team environmental atmosphere positively moderates the relationship between individual-level ethical leadership and employees' OCBE across levels. This study extends our understandings of the leadership's influence on both subordinates' identification and their behavior (Ishaq et al, 2023).These findings in this study also respond to the call by Khan et al (2019) for more studies on the mediating mechanism between ethical leadership and employees' OCBE.…”

Section: Variablessupporting

confidence: 81%

The cross-level influence of ethical leadership on employee’s OCBE: a two-wave study based on the social identity approach

Su,

Wang,

Zhu

2023

Front. Psychol.

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The importance of organizational citizenship behavior for the environment (OCBE) has received increasing attention in recent years because organizations face increasing pressure from environmental deterioration. The purpose of this study is to use social identity theory to construct a cross-level theoretical model of ethical leadership on OCBE, and to explore the cross-level influential mechanisms of ethical leadership on OCBE. Data collection was conducted via a two-wave distribution of leader-employee paired questionnaires in 20 manufacturing companies in China. In the first wave, data about OCBE and team environmental atmosphere were collected from leaders. Subsequently, 2 months later, we conducted the second wave of data collection when data about ethical leadership and leader identity were obtained from their employees. The results showed that at the individual level, ethical leadership has a significant positive impact on employees’ OCBE, and such relationship is partially mediated by employees’ leader identity and positively moderated by team environmental atmosphere across levels. At the team level, ethical leadership has a significant positive impact on employees’ OCBE, and such relationship is completely mediated by team environmental atmosphere. This study investigates the cross-level influential mechanism of ethical leadership on OCBE in China and provides theoretical guidance for enterprises to promote OCBE effectively.

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Section: Variablessupporting

confidence: 81%

The cross-level influence of ethical leadership on employee’s OCBE: a two-wave study based on the social identity approach

Su,

Wang,

Zhu

2023

Front. Psychol.

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“…As a result, in order to achieve relational goals, a highly identified subordinate may, for example, misappropriate organizational resources or refuse to collaborate with another department within the organization. Indeed, Ishaq et al (2022) argue (and find) that subordinates who highly identify with their supervisors may engage "in self-serving exploitative behaviors (i.e., organizational deviance)" to bolster the supervisory relationship (p. 661). It is also worth noting that while other scholars hypothesized a negative association between RI and CWB, arguing that the supervisor is a positive organizational agent, they found the opposite (Liberman, 2021;Neuhoff, 2020).…”

Section: Cwbmentioning

confidence: 99%

Subordinate-to-supervisor relational identification: A meta-analytic review.

Zhong,

Sluss,

Badura

2024

Journal of Applied Psychology

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Although subordinate-to-supervisor relational identification (RI) has gained significant scholarly attention in organizational research, an understanding of its nomological network is incomplete. There have also been recurring discussions about its distinctions with another more extensively researched relational constructleader-member exchange (LMX). In this meta-analysis, we expand Sluss and Ashforth's (2007) typology, going beyond the influence of the supervisor, to systematically study the antecedents and consequences of RI and its comparison with LMX. Meta-analytic results based on 157 independent samples demonstrate that positive leader behaviors that span role-based and person-based identities (e.g., transformational leadership, supervisor humility) are important antecedents of subordinate-to-supervisor RI, with effects contingent on subordinates' national culture (i.e., collectivism and power distance). Although less hypothesized, relational and organizational contexts as well as subordinate characteristics are also important antecedents of subordinate-to-supervisor RI. The results further show that RI relates to important subordinate behaviors and attitudes. Finally, we test how RI and LMX have differing effects across these important subordinate attitudes and behaviors. We conclude with suggestions to enhance our understanding of RI.

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Repairing damaged professional relationships with leader apologies: An examination of trust and forgiveness

Stackhouse,

Turner,

Kelley

2024

European Journal of Work and Organizational Psychology

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Like Leader, Like Follower: Impact of Leader–Follower Identification Transfer on Follower Outcomes

Cited by 3 publications

References 59 publications

The cross-level influence of ethical leadership on employee’s OCBE: a two-wave study based on the social identity approach

The cross-level influence of ethical leadership on employee’s OCBE: a two-wave study based on the social identity approach

Subordinate-to-supervisor relational identification: A meta-analytic review.

Repairing damaged professional relationships with leader apologies: An examination of trust and forgiveness

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