The relational nature of leadership identity construction: How and when it influences perceived leadership and decision-making

Marchiondo, Lisa A.; Myers, Christopher G.; Kopelman, Shirli

doi:10.1016/j.leaqua.2015.06.006

Cited by 78 publications

(60 citation statements)

References 80 publications

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“…Such an inclusive approach fits well with the spaciousness denoted by the word “capacious” in the ICM. Leadership is considered to be a dynamic, multi‐locational process involving multiple individuals across contexts and over time (Day, Fleenor, Atwater, Sturm, & McKee, ; Marchiondo, Myers, & Kopelman, ), where leader identity resides not in the actions and perceptions of a single heroic individual, but expands beyond the individual to encompass multiple actors, identities, and experiences that vary across contexts (Egan et al, ; Burke & Stets, ) and advance and recede in prominence and importance over time (Egan et al, ; Lord, Gatti, & Chui, ). The phrase “leadership identities” from the full title of the ICM also captures the inclusive perspective; this pluralistic phrase positions leadership identities across all systems shown in the model (see Figure ).…”

Section: Foundational Assumptionsmentioning

confidence: 99%

“…Frimann and Hersted () specifically connected social constructionism and the relational view of leadership, as they explored leadership through coauthored, negotiated narratives constructed through dialogue and shared meanings. The process of socially constructing leadership identities consists of an individual engaging in leader behaviors, akin to “liminal actions,” or tentative acts of leadership (Gioia et al, , p. 40), and being granted (or not) leadership by others (DeRue & Ashford, ; Marchiondo et al, ). The claiming‐granting process is consistent with the ICM view of leadership identities as fluid and relationally interdependent because they are socially negotiated (Ashford & DeRue, ).…”

Section: The Integrated Capacious Model: Fusing Systems Influences mentioning

confidence: 99%

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The Capacious Model and Leader Identity: An Integrative Framework

Campbell¹,

Shollen²,

Egan³

et al. 2019

J of Leadership Studies

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The Integrated Capacious Model of Leadership Identities Construction (ICM) is a framework for understanding leader identity that integrates four extant leader identity theories with the systems and influences in the Capacious Model of leader identity. The ICM's systems (Individual System, Microsystem, Mesosystem, Exosystem, Macrosystem, and Chronosystem) contextualize leader identity in time and space; its influences (Purpose/Calling, Self‐Identity, Social Identity, and Relationships) pinpoint select factors that affect the construction of leader identities; and its integrated theories (Narrative Identity, Identity Theory, Social Identity Theory, and Social Constructionism) address the leader identity construction process. The ICM speaks to calls for interdisciplinary, multi‐level frameworks that are situated within the stream of scholarly literature on leader identity, as the model presents leader identity as a construct located across space, time, and people, rather than the purview of a heroic leader or single instance of identity claiming. Connecting established identity theories, systems, and influences results in a descriptive, practical model of leader identity. Examples are provided of the practical utility of using the ICM as a diagnostic tool for constructing a leader identity, designing leader development programs, and identifying gaps in leader identity scholarship.

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Section: Foundational Assumptionsmentioning

confidence: 99%

Section: The Integrated Capacious Model: Fusing Systems Influences mentioning

confidence: 99%

The Capacious Model and Leader Identity: An Integrative Framework

Campbell¹,

Shollen²,

Egan³

et al. 2019

J of Leadership Studies

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“…Κι ενώ η Ηγετική Ταυτότητα είναι συνυφασμένη με την αποτελεσματικότητα (Uhl-Bien & Pillai, 2007), η Ταυτότητα Ακόλουθου/ης είναι με την αναποτελεσματικότητα, την αδυναμία, την ανικανότητα (Hoption, 2014• Hoption et al, Σπυριάδου & Κουτούζης 2012. Τα άτομα που δεν διεκδικούν ηγετικό ρόλο στον εργασιακό τους χώρο, ακόμα και αν αυτός συνδέεται με ποικίλα οφέλη, τείνουν να έχουν χαμηλή αυτοεπάρκεια, να φοβούνται την κριτική και απόρριψη της ομάδας, να αποστασιοποιούνται από συλλογικές διαδικασίες (Marchiondo et al, 2015), επιχειρώντας να προστατευθούν από τις πολλαπλές ευθύνες, τα καθήκοντα και τους κινδύνους που σχετίζονται με την ηγεσία (DeRue & Ashford, 2010). Αν και οι ακόλουθοι/ες εμπιστεύονται τους/τις ηγέτες/ιδες (Van Knippenberg, 2011), ωστόσο, η επιρροή των ηγετών/ιδων μπορεί να διατηρηθεί μόνο όταν η στάση και συμπεριφορά τους συνάδει με την ιδεολογία, τις αξίες και ακολουθούμενες πρακτικές της ομάδας, ενώ η αντίθετη συμπεριφορά μπορεί να μειώσει καταλυτικά την επιρροή τους, οδηγώντας με αυτόν τον τρόπο στην αποκοπή και ιδεολογική διαφοροποίησή τους από τους/τις ακόλουθους/ες (Turner, 2005).…”

Section: κίνητρα ηγετών/διεκδικούντων και αντικίνητρα ακόλουθων/απεχόunclassified

Κίνητρα Και Αντικίνητρα Διεκδίκησης Θέσης Διοικητικής Ευθύνης: Στάσεις Και Απόψεις Των Αιρετών Της Πρωτοβάθμιας Εκπαίδευσης

Σπυριάδου

Κουτούζης

2019

Dial

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Το παρόν άρθρο επιχειρεί να αναδείξει τις απόψεις των αιρετών εκπροσώπων των εκπαιδευτικών σχετικά με τα κίνητρα και αντικίνητρα των εκπαιδευτικών ως προς τη διεκδίκηση διευθυντικής θέσης. Ειδικότερα, πραγματοποιήθηκε πρωτογενής ποιοτική έρευνα με τηλεφωνικές συνεντεύξεις σε 30 αιρετούς από τα 3 υπηρεσιακά συμβούλια πρωτοβάθμιας εκπαίδευσης, αλλά και τις 13 περιφερειακές διευθύνσεις εκπαίδευσης. Σύμφωνα με τα ερευνητικά ευρήματα, οι αιρετοί θεωρούν ότι οι εκπαιδευτικοί που διεκδικούν διευθυντική θέση έχουν κυρίως εξωτερικά κίνητρα όπως το επίδομα θέσης ευθύνης, τις μειωμένες ώρες διδασκαλίας και την κοινωνική αναγνώριση, παρά εσωτερικά κίνητρα, όπως την υλοποίηση οράματος και την ανάπτυξη κοινωνικών και διοικητικών δεξιοτήτων. Συνεπώς, τα αναμενόμενα πλεονεκτήματα της διευθυντικής θέσης λειτουργούν ως κίνητρα που ενισχύουν την κατασκευή και εκδήλωση Ηγετικής Ταυτότητας. Κατά την άποψη των αιρετών, οι εκπαιδευτικοί που εσωτερικεύουν Ταυτότητα Ακόλουθου έχουν κυρίως εσωτερικά εμπόδια, καθώς προσπαθούν να προστατευθούν από τους κινδύνους που συνδέονται με τις διοικητικές ευθύνες.

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“…However, DeRue and Ashford's (2010) framework has failed to consider emotion in claiming-granting behaviors/tactics in social interactions between managers and employees. Even though a recent study (Marchiondo, Myers, & Kopelman, 2015) has attempted to explore leader-follower dynamic interactions at the relational level, empirical work of 8 emotional labor roles in the process is yet to be fulfilled.…”

Section: Emotional Labor In Managers Who Engage In Leadershipmentioning

confidence: 99%

Effects of Emotional Labor on Leadership Identity Construction among Healthcare Hybrid Managers

2018

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In this longitudinal study, we extend theory on leadership identity construction by integrating the process of emotional labor into leadership identity claims. The study aims to fulfill the gap in the relevant literature about how emotions are managed to gain relational recognition in the process of leadership identity construction, specifically among healthcare hybrid managers who fulfill both clinical and managerial duties. Using random coefficient modeling, effects of deep acting, surface acting, and genuine emotion on the change of leadership identity at the relational level were tested on a sample of 106 manager-employee dyads over three consecutive time points. The results suggest variability in both initial leadership identity and changing rates. Hybrid managers conducting effortful strategies: deep and surface acting, have lower initial leadership identity. However, the effortful strategies help hybrid managers improve their leadership identity over time, while the effortless strategy or genuine emotion negatively interacts with the process of leadership identity construction. Our findings highlight the importance of cognitive attention required in the emotional process of leadership identity construction.

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The relational nature of leadership identity construction: How and when it influences perceived leadership and decision-making

Cited by 78 publications

References 80 publications

The Capacious Model and Leader Identity: An Integrative Framework

The Capacious Model and Leader Identity: An Integrative Framework

Κίνητρα Και Αντικίνητρα Διεκδίκησης Θέσης Διοικητικής Ευθύνης: Στάσεις Και Απόψεις Των Αιρετών Της Πρωτοβάθμιας Εκπαίδευσης

Effects of Emotional Labor on Leadership Identity Construction among Healthcare Hybrid Managers

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