Leading for gold: social identity leadership processes at the London 2012 Olympic Games

Slater, Matthew J.; Barker, Jamie B.; Coffee, Pete; Jones, Marc V.

doi:10.1080/2159676x.2014.936030

Cited by 36 publications

(41 citation statements)

References 41 publications

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“…For example, leaders who embody a group's identity are more likely to be supported (van Dijke & De Cremer, 2010), trusted (Giessner & van Knippenberg, 2008), and perceived as effective (van Knippenberg & van Knippenberg, 2005). At the London 2012 Olympic Games successful leaders were more likely to articulate their team's identity, values, and vision in their media communication which may have served to enhance the 'specialness' associated with belonging to the team, and mobilize athletes to performance excellence (Slater, Barker, Coffee, & Jones, 2015). Thus, social identity leadership increases perceived leadership effectiveness, whilst leaders work to proactively advance group identities by articulating shared values.…”

Section: The Social Identity Approach To Leadershipmentioning

confidence: 99%

Capturing hearts and minds: The influence of relational identification with the leader on followers' mobilization and cardiovascular reactivity

Slater

Turner

Evans

et al. 2018

The Leadership Quarterly

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The influence of relational identification (RI) on leadership processes and the effects of social identity leadership on followers' responses to stress have received scant theoretical and research attention. The present research advances theoretical understanding by testing the assertion that high RI with the leader drives follower mobilization of effort and psychophysiological responses to stress. Two experimental scenario studies (Study 1 and Study 2) support the hypothesis that being led by an individual with whom followers perceive high RI increases follower intentional mobilization. Study 2 additionally showed that high (vs. low) RI increases follower resource appraisals and cognitive task performance. A laboratory experiment (Study 3) assessing cardiovascular (CV) reactivity showed that, compared to neutral (i.e., non-affiliated) leadership, being led by an individual with whom participants felt low RI elicited a maladaptive (i.e., threat) response to a pressurized task. In addition, relative to the low RI and neutral conditions, high RI with the leader did not engender greater challenge or threat reactivity. In conclusion, advancing social identity leadership and challenge and threat theory, findings suggest that leaders should be mindful of the deleterious effects (i.e., reduced mobilization and greater threat state) of low RI to optimize follower mobilization of effort and psychophysiological responses to stress.

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Section: The Social Identity Approach To Leadershipmentioning

confidence: 99%

Capturing hearts and minds: The influence of relational identification with the leader on followers' mobilization and cardiovascular reactivity

Slater

Turner

Evans

et al. 2018

The Leadership Quarterly

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“…It is then on this basis that leaders exert influence over other group members. In short, this is because it is only when leaders are seen as embodying 'who we are' and 'what we want to be' that their leadership engenders followership [125,111,149,150].…”

Section: Social Identity Is the Basis For Sports Group Leadershipmentioning

confidence: 99%

“…For example, in the context of the London 2012 Olympic Games, researchers [150] observed that successful leaders strove to mobilize team members by consistently articulating values in the media that communicated a positive, distinctive, and enduring sense of team identity. Relatedly, experimental research has shown that, because it enhances team members' social identification, the confidence leaders express in a team is a powerful determinant of basketball players' success in competition [90](see also [157]).…”

Section: Social Identity Is the Basis For Sports Group Leadershipmentioning

confidence: 99%

A Social Identity Approach to Sport Psychology: Principles, Practice, and Prospects

et al. 2015

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Drawing on social identity theory and self-categorization theory, we outline an approach to sport psychology that understands groups not simply as features of sporting contexts but rather as elements that can be, and often are, incorporated into a person's sense of self and, through this, become powerful determinants of their sport-related behavior. The underpinnings of this social identity approach are outlined, and four key lessons for sport that are indicative of the analytical and practical power of the approach are presented. These suggest that social identity is the basis for sports group (1) behavior, (2) formation and development, (3) support and stress appraisal, and (4) leadership. Building on recent developments within sport science, we outline an agenda for future research by identifying a range of topics to which the social identity approach could fruitfully contribute. Key Points• We outline a social identity approach to sport psychology based upon social identity and self-categorization theories.• We argue that this approach has the potential to make a significant, unique, and powerful contribution to the analysis of an array of phenomena and behaviors that are at the heart of sport and sport psychology.• In particular, the approach offers a comprehensive analysis of the ways in which individual psychology both structures, and is structured by, the dynamics of group life; this involves seeing groups not simply as features of sporting contexts but rather as elements that can be, and often are, incorporated into a person's sense of self and, through this, become powerful determinants of their sport-related behavior.

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“…Accordingly, planning and organizing events that provide "us" the opportunity to live out the collective meaning in reality highlights the underpinning role of identity content in the achievement of the group's vision. Indeed, qualitative research that examined leadership surrounding the London 2012 Olympic Games documented the manner in which identity contents became the day-to-day fabric of group life and ultimately steered the group's direction (Slater, Barker, Coffee, & Jones, 2015). Thus, the communication of clear values that underpin the collective vision is crucial to the realization phase.…”

Section: Realizationmentioning

confidence: 99%

Implementing a Social Identity Approach for Effective Change Management

Slater

Evans

Turner

2015

Journal of Change Management

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The social identity perspective asserts that it is the shared connection within a unified group that forms the foundation of successful group functioning. This is particularly salient during change. This review outlines the value and applicability of social identity principles in understanding change management. The first part of the article explains the underpinnings of resilient teams from a social identity perspective. In particular, the social identity approach is introduced, before the roles of shared and multiple contents in times of identity threat (e.g., during organizational change) are discussed. The second part of the article explains social identity strategies to build resilient teams in change contexts. In particular, the review focuses on the 3R's approach (Reflect, Represent, Realize) as a developmental framework to create unique and distinctive social identities during change. Finally, a theoretical advancement of the 3R's is proposed to include Reappraisal to optimize group and individual responses to the stress ubiquitous during change.

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Leading for gold: social identity leadership processes at the London 2012 Olympic Games

Abstract: This paper adopted a social identity approach to explore the media data of leadership

Cited by 36 publications

References 41 publications

Capturing hearts and minds: The influence of relational identification with the leader on followers' mobilization and cardiovascular reactivity

Capturing hearts and minds: The influence of relational identification with the leader on followers' mobilization and cardiovascular reactivity

A Social Identity Approach to Sport Psychology: Principles, Practice, and Prospects

Implementing a Social Identity Approach for Effective Change Management

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