Recent theorizing applying the social identity approach to leadership proposes a four‐dimensional model of identity leadership that centres on leaders’ management of a shared sense of ‘we’ and ‘us’. This research validates a scale assessing this model – the Identity Leadership Inventory (ILI). We present results from an international project with data from all six continents and from more than 20 countries/regions with 5,290 participants. The ILI was translated (using back‐translation methods) into 13 different languages (available in the Appendix ) and used along with measures of other leadership constructs (i.e., leader–member exchange [LMX], transformational leadership, and authentic leadership) as well as employee attitudes and (self‐reported) behaviours – namely identification, trust in the leader, job satisfaction, innovative work behaviour, organizational citizenship behaviour, and burnout. Results provide consistent support for the construct, discriminant, and criterion validity of the ILI across countries. We show that the four dimensions of identity leadership are distinguishable and that they relate to important work‐related attitudes and behaviours above and beyond other leadership constructs. Finally, we also validate a short form of the ILI, noting that is likely to have particular utility in applied contexts. Practitioner points The Identity Leadership Inventory (ILI) has a consistent factor structure and high predictive value across 20 countries and can thus be used to assess a leader's ability to manage (team and organizational) identities in a range of national and cultural contexts. Identity leadership as perceived by employees is uniquely related to important indicators of leadership effectiveness including employees’ relationship to their team (identification and perceived team support), well‐being (job satisfaction and reduced burnout), and performance (citizenship and innovative behaviour at work). The ILI can be used in practical settings to assess and develop leadership, for instance, in 360‐degree feedback systems. The short form of the ILI is also a valid assessment of identity leadership, and this is likely to be useful in a range of applied contexts (e.g., those where there is a premium on cost and time or when comparing multiple leaders or multiple time points).

The COVID-19 pandemic has increased negative emotions and decreased positive emotions globally. Left unchecked, these emotional changes might have a wide array of adverse impacts. To reduce negative emotions and increase positive emotions, we tested the effectiveness of reappraisal, an emotion-regulation strategy that modifies how one thinks about a situation. Participants from 87 countries and regions (n = 21,644) were randomly assigned to one of two brief reappraisal interventions (reconstrual or repurposing) or one of two control conditions (active or passive). Results revealed that both reappraisal interventions (vesus both control conditions) consistently reduced negative emotions and increased positive emotions across different measures. Reconstrual and repurposing interventions had similar effects. Importantly, planned exploratory analyses indicated that reappraisal interventions did not reduce intentions to practice preventive health behaviours. The findings demonstrate the viability of creating scalable, low-cost interventions for use around the world.

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The COVID-19 pandemic is increasing negative emotions and decreasing positive emotions globally. Left unchecked, these emotional changes may have a wide array of adverse impacts. To reduce negative emotions and increase positive emotions, we will examine the impact of reappraisal, a widely studied and highly effective form of emotion regulation. Participants from 55 countries (expected N = 25,448) will be randomly assigned to one of two brief reappraisal interventions (reconstrual or repurposing), an active control condition, or a passive control condition. We predict that both reappraisal interventions will reduce negative emotions and increase positive emotions relative to the control conditions. We further predict that reconstrual will decrease negative emotions more than repurposing, and that repurposing will increase positive emotions more than reconstrual. We hope to inform efforts to create a scalable intervention for use around the world to build resilience during the pandemic and beyond.

The research Ethics committee of the Faculty of Pedagogy and Psychology (ELTE) granted a central permission (permission nr: 2019/47). Many other labs obtained IRB approval too, which approvals can be found here: https://osf.io/j6kte/ . Participants had to give informed consent before starting the experiment. Only participants recruited through Mturk or Prolific received monetary compensation.Note that full information on the approval of the study protocol must also be provided in the manuscript.

Significance Communicating in ways that motivate engagement in social distancing remains a critical global public health priority during the COVID-19 pandemic. This study tested motivational qualities of messages about social distancing (those that promoted choice and agency vs. those that were forceful and shaming) in 25,718 people in 89 countries. The autonomy-supportive message decreased feelings of defying social distancing recommendations relative to the controlling message, and the controlling message increased controlled motivation, a less effective form of motivation, relative to no message. Message type did not impact intentions to socially distance, but people’s existing motivations were related to intentions. Findings were generalizable across a geographically diverse sample and may inform public health communication strategies in this and future global health emergencies.

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Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB).