Motivating Individuals and Groups at Work: A Social Identity Perspective on Leadership and Group Performance

Ellemers, Naomi; Gilder, Dick de; Haslam, S. Alexander

doi:10.5465/amr.2004.13670967

Cited by 733 publications

(549 citation statements)

References 72 publications

(13 reference statements)

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“…That is, individuals require a larger social context or group in order to completely understand and express themselves. For example, Ellemers, de Gilder, & Haslam (2004) argue that employees who identify with their work unit can be energized when circumstances enhance the salience of common identity. Thus, a work unit that enables one's spiritual identity can energize the group.…”

Section: Inner Lifementioning

confidence: 99%

“…For the purposes of this research we call on Kouzes & Pozner (1987) definition of leadership as "the art of mobilizing others to want to struggle for shared aspirations" (p. 30). Ellemers et al (2004) argue that successful leaders motivate their groups by creating a sense that the leader embodies a positive social identity the entire group has in common. (i.e., the shared aspiration of expressing a spiritual self), and that this collective identity motivates the optimization of collective performance.…”

Section: Leadership and Work Unit Spiritualitymentioning

confidence: 99%

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Nurturing the spirit at work: Impact on work unit performance

Duchon

Plowman

2005

The Leadership Quarterly

608

652

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Workplace spirituality is defined as a workplace that recognizes that employees have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community. This definition, based on three fundamental spiritual needs, has implications for how leaders can enhance work unit performance by nurturing the spirit at work. In an exploratory study of six work units in a large hospital system we used an instrument that measures workplace spirituality. The results led to propositions concerning the effect of work unit spirituality on work unit performance and the relationship between work unit spirituality and leadership. Among medical units within the same hospital system, work unit spirituality is greater in some than in others; work unit performance is associated with work unit spirituality; and work unit leaders likely have an impact on the degree to which work units acknowledge and encourage issues of the spirit.

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Section: Inner Lifementioning

confidence: 99%

Section: Leadership and Work Unit Spiritualitymentioning

confidence: 99%

Nurturing the spirit at work: Impact on work unit performance

Duchon

Plowman

2005

The Leadership Quarterly

608

652

View full text Add to dashboard Cite

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“…Furthermore, a high-quality LMX relationship can create and communicate a shared identity or values through the ongoing interactions. This serves as a platform upon which employees experience strong emotional attachment and have similar values to one another (Ellemers, De Gilder, & Haslam, 2004), thereby further enhancing friendship formation at work.…”

Section: Lmx and Workplace Friendshipmentioning

confidence: 99%

A multi-level analysis of team climate and interpersonal exchange relationships at work

Tse¹,

Dasborough²,

Ashkanasy³

2008

The Leadership Quarterly

232

170

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This paper seeks to advance research on interpersonal exchange relationships between supervisors, subordinates, and coworkers at work by integrating social exchange, workplace friendship, and climate research to develop a multi-level model. We tested the model using hierarchical linear modeling (HLM) with data obtained from a sample of 215 manager-employee dyads working in 36 teams. At the individual level, leader-member exchange (LMX) was found to be related to workplace friendship. Further, workplace friendship was positively related to team-member exchange (TMX) and mediated the LMX-TMX relationship. At the team level, HLM results indicated that the relationship between LMX and workplace friendship was moderated by affective climate. These findings suggest that high-quality LMX relationships are associated with enhanced workplace friendship between employees, especially when the affective climate is strong.

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“…When someone identifies strongly with a given group, he or she will be more likely to interpret reality and behave in a manner consistent with that group's values, Social identity and creativity 8 ideology and norms (Turner, 1991). Social identification is closely associated with commitment to the group and involvement in its efforts and products (Ellemers, de Gilder, & Haslam, 2004;Ellemers, Kortekaas, & Ouwerkerk, 1999). As a result, identification (like social identity salience) should be associated with the degree to which a person is willing and able to recognize the creativity of a novel proposal that emerges from, and is endorsed by, the group, and is seen to reflect and promote its values.…”

Section: Identificationmentioning

confidence: 99%

And now for something completely different? The impact of group membership on perceptions of creativity

2008

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A wealth of historical, cultural and biographical evidence points to the fact that there is considerable variation in different people's judgements of creative products. What is creative to one person is deviant to another, and creative efforts often fail to be given the enthusiastic reception that their creators anticipate and think they deserve. Unpacking the roots of these discrepancies, this paper develops an analysis of creativity that is informed by the social identity approach. This analysis is supported by a review of previous research that points to the way in which perceptions of creativity are structured by both selfcategorization and social norms (and their interaction). Further support for the analysis is provided by two experiments (Ns =100,125) which support the hypothesis that ingroup products are perceived to be more creative than those of outgroups independently of other factors with which group membership is typically correlated in the world at large (e.g., quality). The studies also indicate that this pattern is not simply a manifestation of generic ingroup bias since judgements of creativity diverge from those of both likeability (Exp. 1) and beauty (Exp. 2). The theoretical and practical significance of these findings is discussed with particular reference to innovation resistance and the "not invented here" syndrome.

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Motivating Individuals and Groups at Work: A Social Identity Perspective on Leadership and Group Performance

Cited by 733 publications

References 72 publications

Nurturing the spirit at work: Impact on work unit performance

Nurturing the spirit at work: Impact on work unit performance

A multi-level analysis of team climate and interpersonal exchange relationships at work

And now for something completely different? The impact of group membership on perceptions of creativity

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