1,721,247 research outputs found
Leadership and Uncertainty: How Role Ambiguity Affects the Relationship between Leader Group Prototypicality and Leadership Effectiveness
No full textIn social identity analyses of leadership the role of leader group prototypicality (the extent to which the leader is representative of the collective identity) in leadership effectiveness is emphasized. We extend this analysis by identifying role ambiguity as a situational influence that feeds into the desire to reduce uncertainty, as a moderator of the relationship between leader group prototypicality and indicators of leadership effectiveness (perceived effectiveness, job satisfaction and turnover intentions). Role ambiguity is proposed to lead people to turn to their group memberships, making leadership effectiveness more contingent on the extent to which leaders are group prototypical. Results of a survey of n=368 employees of four Italian companies supported this hypothesis. Role ambiguity and leader group prototypicality interacted in predicting perceived effectiveness, job satisfaction and turnover intentions, such that leader group prototypicality was more strongly related to leadership effectiveness for employees experiencing greater role ambiguity
Leader group prototypicality and job satisfaction: The moderating role of job stress and team identification
No full textThe authors examined the relationship between leader group prototypicality (the extent to which a leader is representative of the collective identity) and job satisfaction as an indicator of leadership effectiveness. Leader group prototypicality was expected to interact with job stress and team identification, such that leader group protototypicality is more strongly related to job satisfaction for followers with higher job stress and team identification. Two cross-sectional surveys (N = 329 and N = 89) conducted with the employees of 4 Italian organizations provided support for this hypothesis. The authors discuss how these findings extend our understanding of leadership effectiveness within the social identity model of leadership
Leadership and Uncertainty: How Role Ambiguity Affects the Relationship between Leader Group Prototypicality and Leadership Effectiveness
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Leaders as agents of continuity: Continuity of Identity and Resistance to Organizational Change
No full textLeaders as Agents of Continuity: Self-Continuity and Resistance to Collective Change
No full textYou cannot step into the same self twice. As Heraclites observed, everything is in flux, and more recent insights suggest that this observation includes the self-concept (Markus & Wurf, 1987; Turner, Hogg, Oakes, Reicher, & Wetherell, 1987). Our self-conception changes and develops over time and situations. Yet, there also are clear indications that a sense of continuity of self is a central and valued aspect of the way we see ourselves, as emphasized in other chapters in this book. In this chapter, we argue that self-continuity is not only a valued aspect of individual self-definition (self as “I”), but also of collective self-definition (self as “we”). We propose that this desire for collective self-continuity helps explain resistance to changes to membership groups and organizations, and apply these insights to outline how effective leadership of change involves leadership that provides a sense of continuity of group identity. In this sense, effective leadership of change requires leaders to function not only as agents of change, but also as agents of continuity. We illustrate this point focusing on the organizational change literature – an area where change is considered essential, but the psychology of change ill-understood (e.g., Armenakis & Bedeian, 1999; van Knippenberg & van Knippenberg, 2004)
Employees’ work effort as a function of leader group prototypicality: The moderating role of team identification.
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Leading Change. Two empirical studies from a Social Identity Theory of Leadership perspective.
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