Exemplifying "Us": Integrating social identity theory of leadership with cognitive models of categorization
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 33, Heft 4, S. 101517
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In: The leadership quarterly: an international journal of political, social and behavioral science, Band 33, Heft 4, S. 101517
In: Political psychology: journal of the International Society of Political Psychology, Band 42, Heft 2, S. 265-289
ISSN: 1467-9221
When contesting for political office, leaders do not only seek to build their own following but also to engage in attacks to destabilize opponent leaders. However, research has yet to explore and explain the nature of attacks that seek to destabilize a leader's influence. Building on the identity leadership model which sees leadership as flowing from a leader's capacity to promote a sense of shared identity with followers, we argue that a leader can be destabilized if followers come to see the leader as defiling, devaluing, dividing, and destroying this shared sense of "us." To explore these ideas, we analyzed the attack rhetoric used by Hillary Clinton and Donald Trump during the 2016 U.S. presidential debates to examine how they sought to subvert each other's leadership. Our analysis supports the proposed model and sheds light on the hitherto underexplored topic of leadership destabilization. Moreover, by helping us understand the ways in which principles of identity leadership can be weaponized to destabilize leadership, the analysis defines an important agenda for future research.
In: Journal of vocational behavior, Band 136, S. 103723
ISSN: 1095-9084
In: Group & organization management: an international journal, Band 39, Heft 6, S. 664-690
ISSN: 1552-3993
Previous research has investigated the relationship between organizational tenure and performance by focusing primarily on organizational tenure of the individual employee. We propose that this approach is limited because organizational tenure should be conceptualized as relating to multiple entities including teams and their leaders. As predicted, analysis of two objective performance indicators of 1,753 employees working with 250 leaders of natural work teams in a financial services company revealed that, beyond employee organizational tenure, team leader organizational tenure and team organizational tenure diversity had positive incremental effects on employee performance. Moreover, the positive impact of employee organizational tenure was less pronounced in teams with high rather than low tenure diversity. Our findings suggest that organizations' capacity to promote performance will be limited if they focus on organizational tenure of an individual, while neglecting the ways in which performance is shaped by organizational tenure related to multiple entities within a team.
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 25, Heft 2, S. 296-313
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 31, Heft 3, S. 101269
In: Political psychology: journal of the International Society of Political Psychology, Band 39, Heft 1, S. 23-42
ISSN: 1467-9221
Two studies examine how self‐categorization theory can be used to refine our understanding of people's implicit theories about followership and social influence. Results from Study 1 show that perceivers regard followers of a group they themselves identify strongly with (rather than not at all) to be more representative of the prototype of effective followers (displaying enthusiasm, industry, good citizenship) and to be less representative of the antiprototype of effective followers (displaying conformity, incompetence, and insubordination). Results are replicated in a second experiment in which we compare the views of those self‐categorizing as either Republican or Democrat responding to followers of the Republican and Democratic Party. Results of Study 2 replicate those of Study 1 and also reveal qualitative differences in the preferred influence strategy for dealing with followers. Specifically, respondents seek to engage in persuasion when trying to change the behavior of ingroup followers, while resorting to coercion when trying to change the behavior of outgroup followers. Our results are the first to provide evidence that perceivers' theories about what followers are like and how they are influenced most effectively are structured by perceivers' identification (and dis‐identification) with the particular groups that leaders are championing.
In: Political psychology: journal of the International Society of Political Psychology
ISSN: 0162-895X
In: European journal of political research: official journal of the European Consortium for Political Research, Band 54, Heft 1, S. 81-98
ISSN: 0304-4130
In: European journal of political research: official journal of the European Consortium for Political Research, Band 54, Heft 1, S. 81-98
ISSN: 1475-6765
Policy makers can use four different modes of governance: 'hierarchy', 'markets', 'networks' and 'persuasion'. In this article, it is argued that 'nudging' represents a distinct (fifth) mode of governance. The effectiveness of nudging as a means of bringing about lasting behaviour change is questioned and it is argued that evidence for its success ignores the facts that many successful nudges are not in fact nudges; that there are instances when nudges backfire; and that there may be ethical concerns associated with nudges. Instead, and in contrast to nudging, behaviour change is more likely to be enduring where it involves social identity change and norm internalisation. The article concludes by urging public policy scholars to engage with the social identity literature on 'social influence', and the idea that those promoting lasting behaviour change need to engage with people not as individual cognitive misers, but as members of groups whose norms they internalise and enact. Adapted from the source document.
In: European journal of political research: official journal of the European Consortium for Political Research, Band 54, Heft 1, S. 81-98
ISSN: 1475-6765
AbstractPolicy makers can use four different modes of governance: 'hierarchy', 'markets', 'networks' and 'persuasion'. In this article, it is argued that 'nudging' represents a distinct (fifth) mode of governance. The effectiveness of nudging as a means of bringing about lasting behaviour change is questioned and it is argued that evidence for its success ignores the facts that many successful nudges are not in fact nudges; that there are instances when nudges backfire; and that there may be ethical concerns associated with nudges. Instead, and in contrast to nudging, behaviour change is more likely to be enduring where it involves social identity change and norm internalisation. The article concludes by urging public policy scholars to engage with the social identity literature on 'social influence', and the idea that those promoting lasting behaviour change need to engage with people not as individual cognitive misers, but as members of groups whose norms they internalise and enact.
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 31, Heft 4, S. 101365
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 28, Heft 4, S. 530-542
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 27, Heft 5, S. 726-744
In: Social issues and policy review: SIPR, Band 15, Heft 1, S. 35-83
ISSN: 1751-2409
AbstractThe COVID‐19 pandemic is the greatest global crisis of our lifetimes, and leadership has been critical to societies' capacity to deal with it. Here effective leadership has brought people together, provided a clear perspective on what is happening and what response is needed, and mobilized the population to act in the most effective ways to bring the pandemic under control. Informed by a model of identity leadership (Haslam, Reicher & Platow, 2020), this review argues that leaders' ability to do these things is grounded in their ability to represent and advance the shared interests of group members and to create and embed a sense of shared social identity among them (a sense of "us‐ness"). For leaders, then, this sense of us‐ness is the key resource that they need to marshal in order to harness the support and energy of citizens. The review discusses examples of the successes and failures of different leaders during the pandemic and organizes these around five policy priorities related to the 5Rs of identity leadership: readying, reflecting, representing, realizing, and reinforcing. These priorities and associated lessons are relevant not only to the management of COVID‐19 but to crisis management and leadership more generally.