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The study aimed to test the validity and reliability of the Polish version of the identity leadership inventory (ILI) proposed by Steffens, Haslam, Reicher et al. (2014) and to confirm the relationship between identity leadership and various job-related outcomes (i.e., trust in leaders, job satisfaction, work engagement and turnover intentions) among employees from Poland-based organizations. Identity leadership appears to be a universal construct (van Dick, Ciampa, & Liang, 2018) but no one has studied it in Poland so far.

The sample consisted of 1078 employees collected in two independent subsamples from different organizations located in Northern and Central Poland. We evaluated the ILI’s factorial structure using confirmatory factor analysis.

The results confirm that the 15-item Polish version of the ILI has a four-dimensional structure with factors representing prototypicality, advancement, entrepreneurship and impresarioship. It showed satisfactory reliability. The identity leadership inventory-short form (four items) also showed a good fit with the data. As expected, the relationships between identity leadership and important work-related outcomes (general level of job satisfaction, work engagement, trust toward the leader and turnover intentions) were also significant.

Despite the cultural specifics of Polish organizations, the research results were generally very similar to those in other countries, confirming the universality of the ILI as shown in the Global Identity Leadership Development project (GILD, see van Dick, Ciampa, & Liang, 2018; van Dick et al., 2021).

The purpose of this paper is to extend work on the leader‐follower identity transfer by providing the first empirical evidence for the causal relationship between leader and follower organizational identification.

The proposed causal relationship between leader and follower organizational identification (OI) was tested in a scenario study and in a laboratory experiment. Additionally, in the laboratory experiment the impact of leader OI on follower performance was examined.

The results suggest that highly identified leaders positively influence their followers' attitudes and performance by affecting their self‐concept, i.e. increasing their OI.

Improving leader OI provides a promising way for organizations to increase their employees' OI and performance.

The paper provides the first empirical evidence for the proposed causal relationship between leader and follower OI, with implications for individual and organizational effectiveness.

Research on agile software development (ASD) has so far primarily focused on processes and tools. Recently, researchers have started to investigate the social dimensions of ASD. The authors contribute to this and examine the largely invisible psychological factor of age stereotypes as one important social dimension of ASD. Driven by demographic change, employees of different age groups will need to work closely together in ASD in the future. However, age stereotypes can hinder many aspects of communication, cooperation and coordination in these self-managed teams. The purpose of this paper is to identify and differentiate age stereotypes in ASD.

A quantitative survey at the individual level was conducted with 464 employees in two software development companies. The authors developed an age stereotype model for ASD and developed two scales to measure performance expectations (PEs) in ASD.

Employees in ASD show a bias in general PEs, favoring middle-aged employees over both younger and older employees. The perceived PE of a developer decreases over working life. Furthermore, the data show a complex interplay of age and job role in both the research participants and the group evaluated. Younger developers hold the strongest negative age stereotypes and older developers suffer most from stereotypes.

Management should enact formal or informal measures against stereotypes when an older or younger employee joins a team of members of other age groups, or when a new team is formed. In addition, the authors propose human resources to create permeable career paths.

The study extends the stereotype content model by adding additional age groups and including job role as a moderating variable. It identifies obstacles in daily employee interactions in agile development, and proposes ways of incorporating invisible psychological aspects in ASD-specific theories.

The purpose of this paper is to combine social identity and social exchange theories into a model explaining turnover intentions.

Questionnaires measuring the constructs of organizational identification, perceived organizational support, emotional exhaustion, and turnover intentions were completed by 195 employees.

Results supported our hypotheses: social identification increased the perception of organizational support which in turn reduced emotional exhaustion which was finally related to turnover intentions. Furthermore, social identification moderated the relation between organizational support and turnover intentions.

The study design was cross-sectional and data were collected using self-report with no assessment of objective data.

To reduce turnover, managers should focus on both support and employees’ identification with teams and organizations.

This study combines two theoretical perspectives into an integrative framework and simultaneous moderated-mediation was used to test the model.

Research on implicit followership theories – that is, individually held assumptions about how followers are and how they should be – is still in its infancy. The few existing approaches differ in what they define as the object of these theories. The authors consider the lack of two aspects in the existing literature: first, the authors consider it important to not only focus on effective but also on ideal followers – which allows investigating follower characteristics that go beyond just performance; and second, the authors demonstrate the importance of the study of characteristics which leaders explicitly see as undesirable for followers (i.e. counter-ideal follower prototypes). The purpose of this paper is to fill these gaps and to extend the literature by introducing the concept of implicit followership theories as assumptions of ideal followers.

The authors first present three studies conducted to develop a scale to measure ideal and counter-ideal follower prototypes, respectively. In a fourth study, the authors apply this scale and compare it to existing measures of implicit followership theories regarding their value for predicting leaders’ follower ratings.

Results show that the newly developed measure is reliable and valid, and comprises a useful tool for future research.

The scale can be used for leadership development programs.

The study is among the few that provide theory and evidence for the relevance of implicit followership theories and is the first to consider the ideal follower in this regard.

The presumed financial benefits of mergers & acquisitions (M&As) often do not materialize. At the same time, M&As are reported to create a host of negative reactions on the part of the employees involved. In recent years, these circumstances have led many scholars to use the social identity approach (SIA) in order to better understand the group psychology of M&As. This paper reviews recent M&A research inspired by the SIA and derives three general lessons that are explained in some detail: First, post-merger identification is important for M&As integration and success. Second, M&As pose a threat to organizational identification. Therefore, and third, if you have to merge – merge right.

The aim of this paper is gaining a deeper understanding of potential negative effects of (smart)phone use at work. The authors do so by exploring mediating mechanisms and boundary conditions between leader phubbing, leaders snubbing their followers by glancing at their phones during an interaction; and follower (1) work engagement and (2) performance.

The authors conducted a survey-based time-lagged, multi-source and team-based study of leaders (N = 93) and their followers (N = 454).

Results of this paper showed that leader phubbing negatively relates to follower (1) work engagement and (2) performance through less perceived leader support. Contradictory to the hypothesis, the relationship between leader phubbing and perceived leader support was negative for male leaders only.

The authors contribute to existing research by (1) adding perceived support as an important mediator between leader phubbing and work engagement/performance, (2) exploring the effects of leader gender and (3) adding information on the cultural robustness of the leader phubbing phenomenon by testing it outside the Western work context.

Building on social identity theory, the purpose of this paper is to examine how European managers construct their multiple identities after being acquired by a Chinese firm and to determine the key factors contributing to the changing dynamics of multiple organizational identities.

The paper presents a qualitative, single case study of a Chinese acquisition of a European manufacturing firm at two points in time.

We find that multiple identities initially trigger ambivalence toward the acquisition, but over time, the ambivalence diminishes. The reduction of ambivalence results from concurrent integration and separation: a newly constructed boundary spanning the organization separates positive identities from negative ones, and integration interventions foster the development of a new, shared identity.

The findings reveal that organizational identity change is facilitated by the aligning of a post-merger identity with the acquired organization's historical identity and by creating an ambivalent boundary spanning identity.

The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational deviance. The authors hypothesized curvilinear relationships between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance.

The authors analyzed two-source survey data of 240 employee–supervisor dyads collected from seven organizations in Pakistan.

Employees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations.

The authors cannot draw causal inferences because of cross-sectional data. Furthermore, the authors’ results may be limited to cultures with high collectivism and high power distance.

This study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS and organizational deviance.

The two sources (employee–supervisor dyads) data collected from seven organizations supported a unique curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.

The purpose of this paper is to challenge the assumption that process losses of individuals working in teams are unavoidable. The paper aims to challenge this assumption on the basis of social identity theory and recent research.

The approach adopted in this paper is to review the mainstream literature providing strong evidence for motivation problems of individuals working in groups. Based on more recent literature, innovative ways to overcome these problems are discussed.

A social identity‐based analysis and recent findings summarized in this paper show that social loafing can be overcome and that even motivation gains in group work can be expected when groups are important for the individual group members' self‐concepts.

The paper provides human resource professionals and front‐line managers with suggestions as to how individual motivation and performance might be increased when working in teams.

The paper contributes to the literature by challenging the existing approach to reducing social loafing, i.e. individualizing workers as much as possible, and proposes a team‐based approach instead to overcome motivation problems.