The Synergistic Effect of Prototypicality and Authenticity in the Relation Between Leaders’ Biological Gender and Their Organizational Identification

Monzani, Lucas; Bark, Alina S. Hernandez; Dick, Rolf van; Peíró, José M.

doi:10.1007/s10551-014-2335-0

Cited by 30 publications

(40 citation statements)

References 62 publications

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“…This fits with the social identity model of organizational leadership (van Knippenberg & Hogg, 2003), which argues that the group context within which leadership is enacted influences followers' responses to leadership beyond individual leader's characteristics (e.g., physical or objective characteristics such as sex as well as subjective characteristics such as attitudes; Giessner et al, 2013, Study 1;Hains et al, 1997;Monzani et al, 2014;van Knippenberg & van Knippenberg, 2005). In other words, leaders are more effective in mobilizing and influencing followers as the leader's identity more closely reflects that of the team or group (Hogg, 2001).…”

Section: Leader Gender Team Gender Composition and Leadership Evaluatsupporting

confidence: 63%

“…Third, our study elucidates a new type of prototypicality benchmarking. To date, researchers have mostly manipulated leaders' perceived group prototypicality via fabricated feedback about leaders ' values, styles, or beliefs (e.g., Giessner et al, 2013, Study 1;Haines et al, 1997;Monzani et al, 2014;van Knippenberg & van Knippenberg, 2005). By intervening in actual teams and manipulating leaders' objective group prototypicality via team gender composition, we showed converging effects using a new and perhaps more rigorous method.…”

Section: Theoretical Implicationsmentioning

confidence: 63%

“…! Finally, previous studies of leader and group prototypicality examined individuals who were ostensibly in groups or anticipated group interaction, but they were tested quickly and completely alone (Haines, et al, 1997;Hogg et al, 1998;Hogg et al, 2006;Monzani et al, 2014), in virtual teams or with virtual leaders (Giessner et al, 2013, Study 1;van Knippenberg & van Knippenberg, 2005). This speaks to the power of prototypes; however, our findings are likely more generalizable given that our followers were nested in actual groups and interacted with real-life followers and leaders for several hours.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

See 2 more Smart Citations

Fix the Game–Not the Dame: A Team Intervention to Restore Gender Equity in Leadership Evaluations

et al. 2017

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The leadership literature shows consistent, sizeable, and persistent effects indicating that female leaders face significant biases in the workplace compared with male leaders. However, the social identity leadership literature suggests these biases might be overcome at the team level by adjusting the number of women in the team. Building on this work, we conducted 2 multiple source, multiple wave, multi-level randomized field experiments to test if the gender composition of teams helps to restore equity in leadership evaluations of men and women. Across two samples of university students engaged in a team-building exercise, we find that male leaders are rated as more prototypical leaders than female leaders despite no differences in leaders' self-reported prototypicality; however, this male leadership advantage is eliminated in gender-balanced teams. In Study 2, we extend this finding by supporting a moderated mediation model showing that leader gender and the team's gender composition interact to relate to perceived trust in the leader, through the mediating mechanism of leader prototypicality. Findings support the social identity model of organizational leadership and indicate a boundary condition of role congruity theory, bolstering our need for a more social relational, context-based approach to leadership.

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Section: Leader Gender Team Gender Composition and Leadership Evaluatsupporting

confidence: 63%

Section: Theoretical Implicationsmentioning

confidence: 63%

Section: Theoretical Implicationsmentioning

confidence: 99%

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Fix the Game–Not the Dame: A Team Intervention to Restore Gender Equity in Leadership Evaluations

et al. 2017

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“…Gender role expectations have been shown to influence perceptions of both, authentic leadership (Monzani et al, 2014) and conflicts at the work-life interface (Hoobler et al, 2009). For example, it would be fruitful to expand our experimental study design, and to systematically vary manager gender to detect whether female managers are more likely than their male counterparts to be perceived as role models for worklife integration (e.g., conflict or enrichment; Westman, 2001).…”

Section: Crossover Of Work-life Balance Perceptions 36mentioning

confidence: 99%

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

2016

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractThis research contributes to an improved understanding of authentic leadership at the work-life interface. We build on conservation of resources theory to develop a leader-follower crossover model of the impact of authentic leadership on followers' job satisfaction through leaders' and followers' work-life balance. The model integrates authentic leadership and crossover literatures to suggest that followers perceive authentic leaders to better balance their professional and private lives, which in turn enables followers to achieve a positive work-life balance, and ultimately makes them more satisfied in their jobs. Data from working adults collected in a correlational field study (N = 121) and an experimental study (N = 154) generally supported indirect effects linking authentic leadership to job satisfaction through work-life balance perceptions. However, both studies highlighted the relevance of followers' own work-life balance as a mediator more so than the sequence of leaders' and followers' work-life balance.We discuss theoretical implications of these findings from a conservation of resources perspective, and emphasize how authentic leadership represents an organizational resource at the work-life interface. We also suggest practical implications of developing authentic leadership in organizations to promote employees' well-being as well as avenues for future research.

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“…Ethnicity has the function of forming an identity and social group (Monzani et al, 2015). In-depth study of leadership based on ethnicity is an integral part of the literature review.…”

Section: Literature Reviewmentioning

confidence: 99%

Ethical Leadership Tranforms Into Ethnic: Exploring New Leader’s Style of Indonesia

Karim

Mardhotillah

Samadi

2019

JLO

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Although numerous styles have been utilized to study leadership focusing on task, role, work, managerial, spiritual and ethical, however there is no agreement on the ethnic style. The debate over this issue as related to the study of ethical leadership transforms into ethnic, especially natural roles of Indonesian’s leaders. In this paper two major approaches phenomenology and ethnography are examined to gaining the theory and the latter is presented the natural roles of ethnic leaders. This study proofs that (1) the concept of ethnic leadership is the ability to spread the belief, value, culture, and norm of ancestry. Also, (2) natural roles of ethnic leaders are transcendent, endogen and reflection of roles.

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The Synergistic Effect of Prototypicality and Authenticity in the Relation Between Leaders’ Biological Gender and Their Organizational Identification

Cited by 30 publications

References 62 publications

Fix the Game–Not the Dame: A Team Intervention to Restore Gender Equity in Leadership Evaluations

Fix the Game–Not the Dame: A Team Intervention to Restore Gender Equity in Leadership Evaluations

Crossover of Work–Life Balance Perceptions: Does Authentic Leadership Matter?

Ethical Leadership Tranforms Into Ethnic: Exploring New Leader’s Style of Indonesia

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