Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model

Steffens, Niklas K.; Haslam, S. Alexander; Reicher, Stephen; Platow, Michael J.; Fransen, Katrien; Yang, Jie; Ryan, Michelle K.; Jetten, Jolanda; Peters, Kim; Boen, Filip

doi:10.1016/j.leaqua.2014.05.002

Cited by 333 publications

(486 citation statements)

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“…Moreover, the positive effects of this role differentiation also apply within a specific leadership roles. In this regard, it was found for each of the four different leadership roles that the more leaders are identified within a specific leadership role, the higher the team's task and social cohesion (Fransen, 2014). These preliminary findings seem to suggest: the more leaders within a team, the better.…”

Section: Role-specific Athlete Leadership Categorizationmentioning

confidence: 88%

“…Although the social identity approach to leadership originated in organizational settings, recent findings in sport settings also demonstrated that effective athlete leaders strengthen their teammates' identification with their team (Steffens et al, 2014). Moreover, both cross-sectional and experimental findings demonstrated that by creating a shared sense of 'us' within the team, athlete leaders strengthened their impact on teammates' team confidence and performance (Fransen, Coffee et al, 2014;Fransen, Haslam et al, 2015;Fransen, Steffens et al, 2015).…”

Section: Leadership Attributes and Behavioursmentioning

confidence: 99%

“…Moreover, both cross-sectional and experimental findings demonstrated that by creating a shared sense of 'us' within the team, athlete leaders strengthened their impact on teammates' team confidence and performance (Fransen, Coffee et al, 2014;Fransen, Haslam et al, 2015;Fransen, Steffens et al, 2015). The work of Steffens et al (2014), in which an inventory has been created to assess this identity leadership, sheds more light on which leadership ATHLETE LEADERSHIP IN SPORT TEAMS 13 behaviours are crucial to create a sense of 'us' within the team. We will provide more information on this questionnaire in the next section.…”

Section: Leadership Attributes and Behavioursmentioning

confidence: 99%

See 2 more Smart Citations

Athlete leadership in sport teams: Current understanding and future directions

Cotterill

Fransen

2016

International Review of Sport and Exercise Psychology

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114

112

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Section: Role-specific Athlete Leadership Categorizationmentioning

confidence: 88%

Section: Leadership Attributes and Behavioursmentioning

confidence: 99%

Section: Leadership Attributes and Behavioursmentioning

confidence: 99%

See 1 more Smart Citation

Athlete leadership in sport teams: Current understanding and future directions

Cotterill

Fransen

2016

International Review of Sport and Exercise Psychology

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114

112

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“…Participants were asked to reflect on their current workgroup and workgroup leader before responding on 7-point Likert scales ranging from 1 (not at all) to 7 (completely) to items assessing leader's identity entrepreneurship 2 (four items, = .95, from the Identity Leadership Inventory (ILI) by Steffens, Haslam, Reicher, Platow, Fransen et al, 2014: "This leader makes people feel as if they are part of the same group", "This leader creates a sense of cohesion within the group", "This leader develops an understanding of what it means to be a member of this group", "This leader shapes members' perceptions of this group's values and ideals") and on scales ranging from 0 (never) to 6 (always/every day) to items assessing work engagement (nine items, = .93, from the Utrecht Work Engagement Scale (UWES-9) by Schaufeli et al, 2006, assessing vigour: "At my work, I feel bursting with energy", "At my job, I feel strong and vigorous", "When I get up in the morning, I feel like going to work"; dedication: "I am enthusiastic about my job", "My job inspires me", "I am proud of the work that I do"; absorption: 2 Participants' responses to the four items assessing leader identity entrepreneurship are also reported in Steffens et al (2014) as part of the scale development of the construct. "I feel happy when I am working intensely", "I am immersed in my work", "I get carried away when I am working").…”

Section: Procedures and Measuresmentioning

confidence: 99%

Leaders Enhance Group Members' Work Engagement and Reduce Their Burnout by Crafting Social Identity

Steffens¹,

Haslam²,

Kerschreiter³

et al. 2014

German Journal of Human Resource Management

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Previous research has examined burnout and work engagement as a function of demands and resources at work. Yet we know little about the ways in which these are determined by people's social experience as a member of their workgroup as shaped, in particular, by leaders' management of shared identity. To address these issues, we propose a model in which leaders' identity entrepreneurship (the degree to which the leader promotes understanding of shared group identity) impacts on group performance through burnout and work engagement. We tested our model in a field study with 641 participants from the US working population who responded to their workgroup leader and indicated their health. Results indicated that when leaders acted as identity entrepreneurs, group members not only reported higher group performance but also experienced less burnout and were more engaged at work. Moreover, the relationship between identity entrepreneurship and group performance was mediated by an increase in work engagement and a reduction in burnout both of which in turn facilitated group performance. These findings suggest that what it means for healthprotective leaders to be 'transformational' is being capable of facilitating the development of a special sense of 'us' that they and group members share.

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“…Evidence also shows that effective leadership is associated with the psychological well-being of constituents (Helliwell & Putnam, 2004), a relationship also evident within organizational settings (e.g. Steffens et al, 2014).…”

Section: Contraction Of Personal Selfmentioning

confidence: 92%

The Psychology of Anomie

Teymoori¹

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In sociology, anomie refers to a state of society characterized by chaos, the eroding of social regulation and moral values. Drawing upon recent developments in psychology, this thesis presents an analysis of anomie as a psychological construct. More specifically, this thesis aims to develop: a) a psychological conceptualization of anomie, b) a psycho-social analysis of the processes through which anomie leads to psychological outcomes, c) a social psychological conceptualization of individuals' responses to a high anomie contexts, d) a valid and reliable scale to measure anomie, and e) a cross-cultural examination of predictions that are derived from our conceptual framework of anomie.First, we present a historical overview of theoretical and empirical work on anomie (Chapter 2). The historical overview helps us to identify the contentious areas and longstanding problems in anomie literature requiring further development. We extend the theorizing on anomie by developing a psychological conceptualization of anomie (Chapter 3). As a psychological construct, we define anomie as the collective subjective perception about the state of society encompassing two conditions: the breakdown of social fabric (i.e., lack of trust and moral decline) and the breakdown in leadership (i.e., lack of legitimacy and effectiveness). This third chapter also examines individuals' responses to anomie. This is important to overcome the limitations of existing literature which typically conflates anomie with its outcomes. We argue that the primary psychological effect of anomie is the failure to satisfy four fundamental human needs including a need for a meaningful life, a need for self-esteem, a need to belong, and a need to have a sense of personal and collective control.We argue that there are two key responses to an anomic situation: a contraction of the personal self and a contraction of the social self. Contraction of personal self describes the detrimental consequences of anomie for personal well-being and the way it propels individuals to adopt control-restoring strategies such as authoritarianism. Contraction of social self refers to withdrawal from, and disidentification with, the superordinate group, thereby influencing the way individuals engage and interact with their social world. We argue that contraction of social self manifests itself as tribalism, a response whereby individuals withdraw from superordinate groups (trust becomes bounded) and turn to smaller groups on which they project familial ties.In order to enable an empirical examination of the conceptual framework of the psychology of anomie, we first develop a new measure, Perception of Anomie Scale (PAS, see Chapter 4). We operationalize anomie as a perception of the state of society encompassing two dimensions: perceived breakdown of social fabric and perceived breakdown of leadership. We present the evidence for the validity of the newly developed scale of PAS across six studies. Studies 1a (N = 199, first year psychology students from Australia) and 1b...

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Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model

Cited by 333 publications

References 95 publications

Athlete leadership in sport teams: Current understanding and future directions

Athlete leadership in sport teams: Current understanding and future directions

Leaders Enhance Group Members' Work Engagement and Reduce Their Burnout by Crafting Social Identity

The Psychology of Anomie

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