The social identity theory of leadership: Theoretical origins, research findings, and conceptual developments

Hogg, Michael A.; Knippenberg, Daan van; Rast, David E.

doi:10.1080/10463283.2012.741134

Cited by 351 publications

(417 citation statements)

References 120 publications

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“…In recent years, research and theories have increasingly pointed to the role of groups and the management of groups in successful leadership (e.g., for a recent overview of leadership research, see Dinh, Lord, Gardner, Meuser, Liden, & Hu, 2014; see also Chen, Kirkman, Kanfer, Allen, & Rosen, 2007;Day et al, 2006;Haslam et al, 2011;Hogg, van Knippenberg, & Rast, 2012;Yammarino et al, 2012). Indeed, research across different theoretical traditions suggests that a critical ingredient in leaders' success is their engagement with the group that promotes shared understanding among its members.…”

Section: Leaders' Management Of a Groupmentioning

confidence: 99%

“…Together, this research suggests that enhancing group members' perceptions that they and their leaders are 'singing from the same song sheet' is central to a leaders' ability to enhance group performance. Substantiating these claims, another theoretical tradition that has placed particular emphasis on issues of group management is the social identity approach to leadership (for comprehensive recent reviews, see Haslam et al, 2011;Hogg et al, 2012;van Knippenberg, 2011). This approach builds on the idea that we are able to think of ourselves and others not only as individuals in terms of personal identity (i.e., 'me' and 'you') but also as members of a group in terms of social identity (i.e., 'we' and 'us';Turner, Hogg, Oakes, Reicher, & Wetherell, 1987;Turner, Oakes, Haslam, & McGarty, 1994; for a recent review see Reicher, Spears, & Haslam, 2010).…”

Section: Leaders' Management Of a Groupmentioning

confidence: 99%

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Leaders Enhance Group Members' Work Engagement and Reduce Their Burnout by Crafting Social Identity

Steffens¹,

Haslam²,

Kerschreiter³

et al. 2014

German Journal of Human Resource Management: Zeitschrift für Pe

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Previous research has examined burnout and work engagement as a function of demands and resources at work. Yet we know little about the ways in which these are determined by people's social experience as a member of their workgroup as shaped, in particular, by leaders' management of shared identity. To address these issues, we propose a model in which leaders' identity entrepreneurship (the degree to which the leader promotes understanding of shared group identity) impacts on group performance through burnout and work engagement. We tested our model in a field study with 641 participants from the US working population who responded to their workgroup leader and indicated their health. Results indicated that when leaders acted as identity entrepreneurs, group members not only reported higher group performance but also experienced less burnout and were more engaged at work. Moreover, the relationship between identity entrepreneurship and group performance was mediated by an increase in work engagement and a reduction in burnout both of which in turn facilitated group performance. These findings suggest that what it means for healthprotective leaders to be 'transformational' is being capable of facilitating the development of a special sense of 'us' that they and group members share.

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Section: Leaders' Management Of a Groupmentioning

confidence: 99%

Section: Leaders' Management Of a Groupmentioning

confidence: 99%

Leaders Enhance Group Members' Work Engagement and Reduce Their Burnout by Crafting Social Identity

Steffens¹,

Haslam²,

Kerschreiter³

et al. 2014

German Journal of Human Resource Management: Zeitschrift für Pe

View full text Add to dashboard Cite

show abstract

“…Furthermore, the social identity theory of leadership (De Cremer, van Dijke, & Mayer, 2010;Hogg, 2001;Hogg & van Knippenberg, 2003;van Knippenberg, van Knippenberg, De Cremer, & Hogg, 2004) taps upon the importance of context by emphasizing that leadership effectiveness depends on the leader's similarity to the group prototype. Prototypical leaders embody group norms, are more central and important to self-definition and are perceived as more desirable and effective than nonprototypical leaders (for a recent review see Hogg, van Knippenberg, & Rast, 2012). Hogg and van Knippenberg (2003) have commented on a 'prototypicality paradox' resulting from a stable and highly consensual group prototype of a leader.…”

Section: Implications For Research On Leadership Schemas Social Idenmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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“…Hogg & van Knippenberg, 2003;Hogg, van Knippenberg, & Rast, 2012). In contrast, deviants who are full members and thus may be viewed as prototypically central pose a serious challenge to the group's position.…”

Section: Discussionmentioning

confidence: 99%

Membership role and subjective group dynamics: Impact on evaluative intragroup differentiation and commitment to prescriptive norms

Pinto

Marques

Levine

et al. 2016

Group Processes & Intergroup Relations

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Two studies examined participants' evaluations of ingroup or outgroup normative and deviant members and changes in agreement with a prescriptive norm. In Experiment 1 (N = 51), the normative target was either a full or marginal ingroup or outgroup member, and the deviant was a full member. In Experiment 2 (N = 113), both targets were full or marginal members, or one was a full member and the other was marginal. As predicted, maximal upgrading of normative members and downgrading of deviant members, as well as endorsement of the norm, occurred when both targets were full ingroup members. In contrast, the deviant was derogated least and the deviant's position was endorsed most when the deviant target was a full ingroup member and the normative target was a marginal ingroup member. Evaluations of normative and deviant ingroup members mediated the effects of their role on participants' agreement with the norm.

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The social identity theory of leadership: Theoretical origins, research findings, and conceptual developments

Cited by 351 publications

References 120 publications

Leaders Enhance Group Members' Work Engagement and Reduce Their Burnout by Crafting Social Identity

Leaders Enhance Group Members' Work Engagement and Reduce Their Burnout by Crafting Social Identity

Creative Leadership: A Multi-Context Conceptualization

Membership role and subjective group dynamics: Impact on evaluative intragroup differentiation and commitment to prescriptive norms

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