Shared social identity in leadership

Abstract

In this paper we review recent evidence on the social identity model of leadership. First, we explain how this model is rooted in the social identity approach in social psychology and, specifically, the notion that shared reality and joint action in groups derives from shared social identity. We then show how effective leadership is a process of social identity management and we examine both the antecedents, the psychological and the political consequences of managing social identities.

Leader Endorsement: The Role of Leader Prototypicality, Leader Effectiveness and Employee’s Organizational Identification

“…This means that the similarity of characteristics between leaders and organizations becomes less important when a leader manages to create a cohesive state with subordinates through effective behavior. It can also be explained by previous research which states that in the context of relational relationships, leaders can spread their influence and get provision by demonstrating behavior, values, and trust so that subordinates view effective behavior as an effort that benefits organizations to move forward (Reicher et al, 2018). Within the scope of the relational relationships between leaders and subordinates, it confirmed Hogg et al (2012) in social identity theory that says leaders who are perceived as effective leaders will be accepted and supported because they are considered to be able to maintain the value of the organization and improve performance.…”

Collective and Individual Sources of Women’s Creativity: Heroism and Psychological Types Involved in Enhancing the Talent of Emerging Leaders

“…This contribution is further enhanced by the fact that this methodology has not often been seen in empirical research based on analytical psychology, and also, above all, because of the fact of instrumentalizing this perspective, thereby enabling it to dialogue with other more consolidated approaches to leadership research. In this sense, for example, the prototypicality of leaders [2,18,19]-which has a cognitive base, also characteristic of questionnaires such as the TST and the Personal Values survey-may display components of interinfluence between leader and followers that should be taken into account both in the spheres of heroism [49][50][51][52][53][54][55][56] and psychological typology [31].…”

“…In this regard, effective leadership follows these four principles [2]: (1) Being one of us (leaders as the best representatives of the corresponding in-group prototypes); (2) doing it for us (leaders as in-group champions, i.e., being the main persons responsible for promoting the interests of the group); (3) crafting a sense of us (leaders as entrepreneurs of identity, i.e., actively working on the definition-and redefinition-of their own prototypicality); and (4) making us matter (leaders as embedders of identity, doing so through specific actions that distinguish the group from other ones-in the present and in the future). This conception of leadership, which counts on the respective empirical support [18,19], assumes that the prototypicality of any leader does not respond to immanent, rigid categories, but to the process that the said leader and his/her followers experience.…”

Applying an Organizational Psychology Model for Developing Shared Goals in Interdisciplinary Research Teams

“…However, while this phase of the ASPIRe model may require greater input from leaders within the organization, it should be done in a manner that continues to actively engage team members in the process (e.g., via facilitated discussions) to ensure that all organizational members feel empowered by the outcomes. 48 As highlighted throughout the previous paragraphs, there are several benefits associated with the ASPIRe model. Most notably, these relate to increasing the efficiency and efficacy of teams via the establishment of shared goals that reflect the full diversity of values and groups within the organization, and the consequent development of, among other things, higher levels of trust, cohesion, creativity, and communication.…”