True to what We stand for: Championing collective interests as a path to authentic leadership

Steffens, Niklas K.; Mols, Frank; Haslam, S. Alexander; Okimoto, Tyler G.

doi:10.1016/j.leaqua.2016.04.004

Cited by 75 publications

(89 citation statements)

References 91 publications

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“…It is also the case that while the leadership scales that researchers have previously developed tend to reflect important theoretical distinctions and aim to assess perceptions of different behaviours, these scales nevertheless tend to be highly intercorrelated (with r s mostly in the range of .50–.90; Brown, Treviño, & Harrison, ; Kalshoven, Den Hartog, & De Hoogh, ; Liden et al ., ; Riggio, Zhu, Reina, & Maroosis, ; van Dierendonck & Nuijten, ; Yukl, Mahsud, Hassan, & Prussia, ; for reviews, see Banks, McCauley, Gardner, & Guler, ; Hoch, Bommer, Dulebohn, & Wu, ). Researchers have suggested, for instance, that perceptions of transformational leadership reflect perceptions of effective leadership (van Knippenberg & Sitkin, ; Zhu & Mu, ), and there is evidence that perceptions of authentic leadership are determined to some degree by (experimentally manipulated) identity advancement (Steffens et al ., ). Similarly, the core components of a good working relationship between leader and follower (as characterized by mutual respect, trust, and obligation within LMX) may be important ingredients in effective leadership but also to some extent outcomes of other forms of effective leadership.…”

Section: Introductionmentioning

confidence: 97%

“…For example, Steffens, Haslam, Kerschreiter, Schuh, and van Dick () found that the extent to which employees perceived their direct supervisor to be engaging in identity entrepreneurship (by creating a sense of ‘us’) was associated with them reporting less burnout, greater work engagement, and perceiving their teams to be performing better. Other research shows that followers see leaders as more authentic and are also more likely to support them to the extent that those leaders are true to the group in being seen to be acting as identity champions who are advancing the collective interests of the group (Steffens, Mols, Haslam, & Okimoto, ). Other research by Thomas, Amiot, Louis, and Goddard () examined identity leadership as a pathway to collective self‐determination and found that the more leaders are perceived to engage in identity leadership, the more followers perceive that they have ownership of other group members’ actions and outputs in ways that fostered a sense of collective self‐determination.…”

Section: Introductionmentioning

confidence: 99%

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Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries

Dick

Lemoine

Steffens

et al. 2018

J Occupat & Organ Psyc

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122

154

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Recent theorizing applying the social identity approach to leadership proposes a four‐dimensional model of identity leadership that centres on leaders’ management of a shared sense of ‘we’ and ‘us’. This research validates a scale assessing this model – the Identity Leadership Inventory (ILI). We present results from an international project with data from all six continents and from more than 20 countries/regions with 5,290 participants. The ILI was translated (using back‐translation methods) into 13 different languages (available in the Appendix ) and used along with measures of other leadership constructs (i.e., leader–member exchange [LMX], transformational leadership, and authentic leadership) as well as employee attitudes and (self‐reported) behaviours – namely identification, trust in the leader, job satisfaction, innovative work behaviour, organizational citizenship behaviour, and burnout. Results provide consistent support for the construct, discriminant, and criterion validity of the ILI across countries. We show that the four dimensions of identity leadership are distinguishable and that they relate to important work‐related attitudes and behaviours above and beyond other leadership constructs. Finally, we also validate a short form of the ILI, noting that is likely to have particular utility in applied contexts. Practitioner points The Identity Leadership Inventory (ILI) has a consistent factor structure and high predictive value across 20 countries and can thus be used to assess a leader's ability to manage (team and organizational) identities in a range of national and cultural contexts. Identity leadership as perceived by employees is uniquely related to important indicators of leadership effectiveness including employees’ relationship to their team (identification and perceived team support), well‐being (job satisfaction and reduced burnout), and performance (citizenship and innovative behaviour at work). The ILI can be used in practical settings to assess and develop leadership, for instance, in 360‐degree feedback systems. The short form of the ILI is also a valid assessment of identity leadership, and this is likely to be useful in a range of applied contexts (e.g., those where there is a premium on cost and time or when comparing multiple leaders or multiple time points).

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Section: Introductionmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 99%

Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries

Dick

Lemoine

Steffens

et al. 2018

J Occupat & Organ Psyc

Self Cite

122

154

View full text Add to dashboard Cite

show abstract

“…First, we tested the higher‐order factor structure of the ALI (Credé and Harms, 2015), which pointed to the appropriateness of conceptualizing AL as a higher‐order factor with four first‐order factors (χ 2 (73) = 149.02, p < 0.001; CFI = 0.911; TLI = 0.889; RMSEA = 0.091 (0.070, 0.111); SRMR = 0.056) (cf. Braun and Nieberle, 2017; Neider and Schriesheim, 2011; Steffens et al ., 2016). Detailed results are available from online supplement S1.…”

Section: Studymentioning

confidence: 99%

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

Fladerer¹,

Braun

2020

British J of Management

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While authentic leadership is highly valued in today's business world, managers do not necessarily have the resources to attain it. Building on conservation of resources theory, we propose a conceptual model to address how personal and contextual resources predict authentic leadership. Study 1 analyses the day-to-day variability in managers' positive psychological capacities as personal resources in relation to changes in authentic leadership. In addition, it tests ethical organizational climates as stable, contextual resources for authentic leadership. In Study 2, we replicate our results on the between-person level and extend the research model by exploring promotion focus as a link in the relationship between personal resources and authentic leadership.Evidence from an experience sampling study with 89 managers surveyed daily on 10 consecutive working days (Study 1) and a field survey of 130 managers at two points in time (Study 2) supports the hypothesized role of personal resources and promotion focus for authentic leadership. In both studies, only principled but not benevolent ethical organizational climates emerged as a contextual resource for authentic leadership. We discuss the implications for current management research and practice.

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“…Authentic Leadership: In authentic leadership, altruistic leaders demonstrate prosocial behaviors through transparency (Steffens Mols, Haslam, & Okimoto, 2016), trust (Feng, 2016), and internalized moral perspective (Steffens et al, 2016). Furthermore, to successfully encourage prosocial behaviors in their followers, authentic leaders must develop a deep understanding of their own motivations, challenges, opportunities, and beliefs driving their own prosocial behaviors.…”

Section: Altruism and Prosocial Behaviors In Leadershipmentioning

confidence: 99%

Prosocial Behaviors: Their Motivations and Impacts on Organizational Culture

Vieweg¹

2018

JVBL

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True to what We stand for: Championing collective interests as a path to authentic leadership

Cited by 75 publications

References 91 publications

Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries

Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries

Managers’ Resources for Authentic Leadership – a Multi‐study Exploration of Positive Psychological Capacities and Ethical Organizational Climates

Prosocial Behaviors: Their Motivations and Impacts on Organizational Culture

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