647 research outputs found
Leaders 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
No full textThe social identity model of organizational leadership (SIMOL; Hogg and van Knippenberg, 2003 was extended analyzing the degree of employees’ effort as individual outcome of leadership effectiveness. Two studies were conducted with Italian participants. Study 1 was a survey conducted with 68 employees of a medium size company. Results showed the significant two-way interaction effect of team identification × leader group prototypicality in predicting employees’ work effort. Study 2, including 124 students, was a 2 × 2 within subject design (team identification high vs. low × leader group prototypicality high vs. low) using scenarios. Results confirmed experimentally the causal relationship between such variables: subjects in condition of high team identification and high leader group prototypicality perceive leaders as more effective than the subjects in the other three conditions
Leaders as agents of continuity: Continuity of Identity and Resistance to Organizational Change
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Leading Change. Two empirical studies from a Social Identity Theory of Leadership perspective.
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Het effect van stereotypen op de spontane inferentie van eigenschappen
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