We examined whether people who are prone to believe COVID‐19 conspiracy theories are characterised by an especially strong concern for others or an especially strong concern for the self, and whether these orientations are associated with willingness to take a COVID‐19 vaccine. We surveyed 4,245 participants from eight nations; three months later we re‐contacted 1,262 participants from three nations. Belief in COVID‐19 conspiracy theories was related to greater concerns about one’s own safety, and lower concerns about the safety of close others. Furthermore, conspiracist ideation at Wave 1 predicted reluctance to take a COVID‐19 vaccine at Wave 2, mediated through relative concern for self versus other. In sum, people who are high in conspiracy beliefs have relatively higher concern for the self relative to others, with troubling implications for public health.
The COVID-19 pandemic has led to widespread remote working that has posed significant challenges for people’s sense of connection to their workplace and their mental health and well-being. In the present work, we examined how leaders’ identity leadership is associated with the well-being of employees in the context of the COVID-19 pandemic. Specifically, we examined how both leaders’ and team members’ identity leadership is associated with employees’ social identity continuity, and through this with their job satisfaction, burnout and loneliness at work. Employees (N = 363) participated in a field study during the COVID-19 pandemic, completing measures of their leader’s and team members’ identity leadership (i.e., entrepreneurship and impresarioship), social identity continuity, job satisfaction, burnout, loneliness at work. Results revealed that to the extent that employees perceived greater social identity continuity, they were more satisfied with their work and felt less lonely. Furthermore, mediation analyses revealed indirect effects of team members’ identity entrepreneurship on job satisfaction and loneliness via an increase in social identity continuity. Results suggest that to foster employees’ health and well-being in times of disruption, organizations might put in place practices that allow employees to maintain a sense of ‘we-ness’ at work by involving not only formal leaders but also other members of the organization.
What do I expect when stating that “I am going to be a teacher”? Social roles, including professional roles, often become part of people's identity and thus, of the self. As people typically strive for maintaining a positive sense of self, threats to one's role identity are likely to induce stress. In line with these considerations, Semmer et al. recently (e.g., Semmer et al., 2007, 2015) introduced “illegitimate tasks” as a new concept of stressors. Illegitimate tasks, which are defined as unnecessary or unreasonable tasks, threaten the self because they signal a lack of appreciation regarding one's professional role. Teacher training is a phase of role transition in which the occurrence of illegitimate tasks becomes likely. A holistic understanding of these tasks, however, has been missing up to now. Is there already a professional role identity during teacher training that is vulnerable to threats like the illegitimacy of tasks? What are typical illegitimate tasks in the context of teacher training? In order to close this research gap, 39 situations taken from 16 interviews with teaching trainees were analyzed in the present study on the basis of qualitative content analysis. Seminars and standing in to hold lessons for other teachers were identified as most prevalent illegitimate tasks. More specifically, unnecessary tasks could be classified as sub challenging, inefficient and lacking in organization (e.g., writing reports about workshops no one will ever read). Unreasonable tasks appeared overextending, fell outside responsibility, and lacked supervisory support. Training interventions focusing upon task design and supervisory behavior are suggested for improvement.
How do global citizens respond to a global health emergency? The present research examined the association between global citizen identification and prosociality using two cross-national datasets—the World Values Survey (Study 1, N = 93,338 from 60 countries and regions) and data collected in 11 countries at the start of the COVID-19 pandemic (Study 2, N = 5,427). Results showed that individuals who identified more strongly as global citizens reported greater prosociality both generally (Study 1) and more specifically in the COVID-19 global health emergency (Study 2). Notably, global citizen identification was a stronger predictor of prosociality in response to COVID-19 than national identification (Study 2). Moreover, analyses revealed that shared ingroup identity accounted for the positive association between global citizen identification and prosociality (Study 2). Overall, these findings highlight global citizenship as a unique and promising direction in promoting prosociality and solidarity, especially in the fight against COVID-19.
PurposeThe purpose of the present research was to examine the impact of identity leadership on employees' well-being mediated by team identification and trust in the leader.Design/methodology/approachIn study 1, N = 192 employees participated in a cross-sectional online survey measuring identity leadership, team identification, trust in the leader and well-being (i.e., job satisfaction, work engagement, burnout). In study 2, N = 72 university students participated in a vignette study that manipulated high/low identity leadership and tested its effect on team identification and trust in the leader.FindingsIn study 1, identity leadership predicted higher team identification, trust in the leader and well-being of employees. Team identification mediated the positive relationship of identity leadership with both job satisfaction and work engagement, while trust in the leader mediated the negative relationship of identity leadership with burnout. In study 2, team identification and trust in the leader were significantly higher in the high identity leadership condition.Research limitations/implicationsThe findings are consistent with the few existing studies on the positive effects of identity leadership. However, due to the correlational nature of the data in study 1, future longitudinal field research is needed to support the current findings and further establish causality for the model as a whole.Practical implicationsIdentity leadership seems to be promising to increase well-being among employees. Thus, leadership development programs to foster identity leadership and collective identity should be implemented in organizations and further tested with respect to well-being.Originality/valueThis research contributes to an emerging body of research on the social identity approach to leadership and supports the recent claims that social identity might be one of the links between leader behavior and well-being of employees. Moreover, this study is among the first to investigate and experimentally test the underlying mechanisms of identity leadership.
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