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Book part
Publication date: 27 June 2013

Ronit Kark and Boas Shamir

In this chapter, we integrate recent theories on followers’ self-concept and transformational leadership theory in order to develop a conceptual framework for…

Abstract

In this chapter, we integrate recent theories on followers’ self-concept and transformational leadership theory in order to develop a conceptual framework for understanding the exceptional and diverse effects transformational leaders may have on their followers. We propose that transformational leaders may influence two levels of followers’ self-concept: the relational and the collective self thus fostering personal identification with the leader and social identification with the organizational unit. Specific leader behaviors that prime different aspects of followers’ self-concepts are identified, and their possible effects on different aspects of followers’ perceptions and behaviors are discussed.

Details

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Type: Book
ISBN: 978-1-78190-600-2

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Book part
Publication date: 5 October 2018

Deanne N. Den Hartog and Corine Boon

While organizationally relevant outcomes of charismatic leadership have been studied more extensively, we do not know as much about when and why followers attribute…

Abstract

While organizationally relevant outcomes of charismatic leadership have been studied more extensively, we do not know as much about when and why followers attribute charisma to leaders. Drawing on the self-concept based motivational theory of charisma developed by Boas Shamir and colleagues, we propose that congruence between leaders and followers on a core characteristic, namely organizational identification plays an important role. When leaders are high on identification with the organization, they embody and communicate the values of the organization more strongly in their vision and behaviors, which is likely to affect the attribution of charisma to these leaders, but only for followers who themselves strongly identify with the organization. In contrast, those leaders low on organizational identification are more likely to communicate messages that appeal to followers who are similarly low on identification. A multi-source study in the healthcare sector largely supports our model as congruence between organizational identification levels of leaders and followers is positively linked to perceived charisma and, in turn, charisma relates to followers’ organizational citizenship behavior.

Details

Leadership Now: Reflections on the Legacy of Boas Shamir
Type: Book
ISBN: 978-1-78743-200-0

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Article
Publication date: 1 June 2020

Weilin Su, Bei Lyu, Hui Chen and Yanzi Zhang

With the rapid development of the service industry, service innovation has gradually become a hot topic in business today. How to further improve employees' service…

Abstract

Purpose

With the rapid development of the service industry, service innovation has gradually become a hot topic in business today. How to further improve employees' service innovative behaviors has become critical to organizations' survival and success. Servant leadership, as a leadership style characterized by serving others, is closely related to employees' service innovative behaviors. Therefore, the purpose of this study is to develop a theoretical framework to examine the influence of servant leadership on employees' service innovative behavior, the mediating role of intrinsic motivation and the moderating role of identification with the leader.

Design/methodology/approach

To test the theoretical model, a multi-time survey method was used to collect data from 381employees from a large high-tech company in Mainland China.

Findings

The results confirm that servant leadership can promote employees' service innovative behavior and intrinsic motivation. Meanwhile, employees' intrinsic motivation partly mediates the influence of servant leadership on their service innovative behavior. Moreover, this mediating relationship is conditional on the moderating role of individual identification with the leader in the path from servant leadership to individual intrinsic motivation.

Research limitations/implications

The key limitation of this study lies in the representativeness of sample data, which is the convenience of non-probability sampling and self-reported data only from a large high-tech company in China.

Practical implications

This study not only further verified a promotion factor of individual service innovative behavior from the perspective of leader influence, but also enriched the understanding of the positive influence of servant leadership on employees.

Originality/value

This study is the first to examine the relationships among servant leadership, employees' intrinsic motivation, identification with the leader and service innovative behavior. The results may help to open the “black box” of the relationship between servant leadership and employees' service innovative behavior by introducing their intrinsic motivation. The conclusions also indicate employees' identification with the leader is an important boundary condition among their relationships. Particularly, it not only moderates the relationship between servant leadership and intrinsic motivation, but also moderates the mediating role of intrinsic motivation.

Details

Baltic Journal of Management, vol. 15 no. 4
Type: Research Article
ISSN: 1746-5265

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Article
Publication date: 6 March 2017

Liqun Wen, Mingjian Zhou and Qiang Lu

This study aims to explore the domain of leader’s creativity and suggests that leader’s creativity can be present as both worker-role creativity and manager-role…

Abstract

Purpose

This study aims to explore the domain of leader’s creativity and suggests that leader’s creativity can be present as both worker-role creativity and manager-role creativity. Then, the study examines the influence of leader’s worker-role creativity and manager-role creativity on employees’ creativity and team creativity. As a contextual factor, the identification with leader is taken as a moderator at both the individual and team levels.

Design/methodology/approach

With data that was collected from 229 employees and 32 team leaders in entrepreneurial and R&D teams of China, hierarchical regression is conducted to test the hypotheses at individual and team levels separately.

Findings

The results show that leader identification plays a different role in moderating the effects of worker-role creativity and manager-role creativity on employees’ and team creativity. For the relationships between worker-role creativity and employees’ and team creativity, they are positive when leader identification is high and negative when it is low. For the relationships between manager-role creativity and team creativity, it is stronger when leader identification is higher rather than lower.

Research limitations/implications

This study answers the call for studying the roles of creative role models and provides new evidence of the leader as a role model. The exploration of the domain of leader’s creativity and the different effects on creative outcome brings an interesting perspective on creativity and leadership research.

Originality/value

The present study draws on the advance to develop the content of leader’s creativity. Then, the moderating role of identification with leader between leader’s creativity and employees’ creativity and team creativity is comprehensively examined.

Details

Nankai Business Review International, vol. 8 no. 1
Type: Research Article
ISSN: 2040-8749

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Article
Publication date: 1 June 2004

Stacey L. Connaughton and John A. Daly

Geographically dispersed teams have become common in many industries and organizations. Yet previous research on distanced leadership often is done from the perspective of…

Abstract

Geographically dispersed teams have become common in many industries and organizations. Yet previous research on distanced leadership often is done from the perspective of the leader, not the team members. This study examines identification with team leader among distanced and proximate employees in geographically dispersed teams. Through survey research, the study examines the relationship between members' identification with their team leader and four other relevant variables – trust, isolation, accessibility, and information equity. Specifically, the study finds that identification and trust are closely related constructs in both distanced and proximate settings; that perceived isolation is inversely related with leader identification in proximate settings, but not in distanced ones; that accessibility is positively related to identification with leader in both distanced and proximate settings; and that perceived information equity is positively related with leader identification in distanced and proximate settings. Implications for leadership in distanced settings are discussed.

Details

Corporate Communications: An International Journal, vol. 9 no. 2
Type: Research Article
ISSN: 1356-3289

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Article
Publication date: 23 October 2020

Jian Peng, Xiao Chen, Qi Nie and Zhen Wang

Drawing upon the social identity approach, this research examines whether and how leader–subordinate congruence at high levels of proactive personality facilitates…

Abstract

Purpose

Drawing upon the social identity approach, this research examines whether and how leader–subordinate congruence at high levels of proactive personality facilitates subordinate creativity.

Design/methodology/approach

Two different data sets (Study 1: N = 205; Study 2: N = 222) were collected from leader–subordinate dyads in China to provide stronger empirical evidence regarding our hypotheses. Polynomial regression and response surface analyses were used to test our predictions.

Findings

Subordinate creativity in the scenario in which the leader and subordinate shared a highly proactive personality (i.e. high–high congruence) was higher than that in the incongruence or low–low congruence scenario. The subordinate's identification with the leader mediated the above relationships such that the indirect relationship between leader–subordinate proactive personality and subordinate creativity via identification with the leader was maximized in the high–high congruence scenario.

Practical implications

The findings suggest that organizations should consider selecting both highly proactive leaders and highly proactive subordinates to facilitate the subordinates' identification and subsequent creativity.

Originality/value

This research highlights the crucial role of leader–subordinate congruence in strong proactive personality for the promotion of creativity and reveals that identification with the leader accounts for the above relationship.

Details

Journal of Managerial Psychology, vol. 35 no. 7/8
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 10 May 2018

Chun-Liang Chen, Yao-Chin Lin, Wei-Hung Chen and Xin-Si Heng

The purpose of this paper is to prove the importance of both cluster leadership and identification on cluster innovation.

Abstract

Purpose

The purpose of this paper is to prove the importance of both cluster leadership and identification on cluster innovation.

Design/methodology/approach

The case studies presented in this study involve a cluster by micro-enterprises in Yilan, Taiwan. Data collected during interviews, observations and secondary data provide understanding and practices for the impact of cluster identification on cluster innovation.

Findings

This study proved: first, the importance of cluster identification on innovation by representing the need of consensus and collaboration of the members in conducting innovation actions; and second, the cluster identification is influenced by the cluster leadership by showing high satisfaction of the leader, close interaction between the members and high identification with the cluster.

Research limitations/implications

This study predicts the ongoing cluster innovation activities will be achieved due to the transformational leadership and high cluster identification.

Originality/value

This study enriches the factors of cluster innovation accomplishment and proposes the important of cluster identification, which has not been discussed much in the past.

Details

Leadership & Organization Development Journal, vol. 39 no. 4
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 19 April 2018

Yanhong Chen, Baowei Liu, Li Zhang and Shanshan Qian

The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by…

Abstract

Purpose

The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by psychological empowerment, and identification with leader moderates the intervening role of psychological empowerment in the humble leadership-employee proactive behavior relationship.

Design/methodology/approach

Data were collected from 286 subordinate-supervisor dyads from 4 industries in Northern China. Hierarchical linear modeling analyses were applied to test the research model.

Findings

Humble leadership has a significantly positive effect on employee proactive behavior, and this effect is mediated by psychological empowerment. Furthermore, the identification with leader moderates the mediated relationships between humble leadership and employee proactive behavior via psychological empowerment.

Research limitations/implications

One limitation is that the data were collected cross-sectionally. Further research could conduct longitudinal research to retest the hypotheses. The present research has a number of implications. First, the authors extend humble leadership research. Second, the authors also contribute to humble leadership literature by addressing the lack of attention paid to the explanatory mechanism linking humble leader behavior to follower outcomes. Third, the authors provide a new insight into the boundary condition of humble leadership.

Practical implications

Managers should demonstrate more humble behaviors in their leading process to influence employees’ psychological empowerment and proactive behavior. In addition, managers should provide employees with sincere care in relation to work and life issues to produce employees’ identification with leader.

Social implications

Humility is a modifiable trait that individuals can increase dramatically by practice. Humble behavior is more accessible and easier to cultivate, contrary to the stable trait of humility. Besides, our results confirmed the individuals with the virtue of humility are most likely to succeed. Thus, humble behaviors should be highly advocated and encouraged in our society.

Originality/value

This research extends humble leadership research by constructing and verifying the theoretical model of humble leader behavior and employee proactive behavior and by demonstrating the value of humble leader behavior in a non-Western context, and identifies the different roles of psychological empowerment and identification with leader on employee proactive behavior.

Details

Leadership & Organization Development Journal, vol. 39 no. 3
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 3 September 2018

Jie Li, Qiaozhuan Liang, Zhenzhen Zhang and Xiao Wang

The purpose of this paper is to find how leader humility affects employees’ constructive voice behavior toward supervisor (speaking up) and coworkers (speaking out) from…

Abstract

Purpose

The purpose of this paper is to find how leader humility affects employees’ constructive voice behavior toward supervisor (speaking up) and coworkers (speaking out) from an identification-based perspective, and seeks to verify the effectiveness of leader humility in the Chinese context.

Design/methodology/approach

Data were collected from 325 employees in four Chinese companies with two phases. In the first phase, the participants were asked to report the leader humility, their identification of their relations with the supervisor, and their identification with their organization. In the second phase, they were asked to report their voice behaviors toward their supervisors and coworkers.

Findings

The results indicate that leader humility strongly predicts both employees’ voice behaviors of speaking up and speaking out. Results further suggest that relational identification with the supervisor explains why leader humility promotes employees speaking up, while organizational identification explains why leader humility promotes employees speaking up and speaking out.

Practical implications

Managers with humility can successfully shape employees’ relational and organizational identifications, which in turn encourage their voice behaviors toward supervisors and coworkers. Hence, behaving humbly in working places could be an effective way for managers to promote organizational cohesion and creativity.

Originality/value

Although leader humility attracts much attention in both academia and practice, researchers have been primarily focusing on conceptual development and measurement issues, and empirical studies are rare. This is the first research connecting leader humility and employee proactive behaviors. Moreover, it takes an in-depth analysis of the constructive voice behaviors by differentiating them based on their targets.

Details

International Journal of Manpower, vol. 39 no. 6
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 9 December 2019

Alper Ertürk and Taner Albayrak

The purpose of this paper is to explore the mechanism through which perceived empowerment practices in a firm influence employees’ organizational identification

Abstract

Purpose

The purpose of this paper is to explore the mechanism through which perceived empowerment practices in a firm influence employees’ organizational identification. Specifically, the authors posit the mediating role of leader‒member exchange (LMX) and the moderating role of leader trustworthiness in the relationship.

Design/methodology/approach

Data were collected through survey from 236 white-collar employees working in 20 private companies in Turkey. The authors tested the model using hierarchical regression and conditional process analysis.

Findings

Findings of this study are as follows: first, LMX mediates the relationship between empowerment practices and organizational identification, second, leader integrity, a dimension of trustworthiness, moderates the relationship between empowerment practices and LMX and the relationship between LMX and organizational identification and, third, leader integrity moderates the indirect effect of empowerment practices on organizational identification via LMX. These direct and indirect effects are stronger when leaders have higher integrity than when they have lower integrity.

Originality/value

This study enhances the understanding of the mechanism through which empowerment practices influence employees’ organizational identification.

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