Hostname: page-component-586b7cd67f-l7hp2 Total loading time: 0 Render date: 2024-12-01T03:39:55.988Z Has data issue: false hasContentIssue false
  • English
  • Français

Collectivistic Leadership Requires a Collective Identity

Published online by Cambridge University Press:  07 January 2015

Merlijn Venus ,
Changguo Mao ,
Klodiana Lanaj  and
Russell E. Johnson
Merlijn Venus
Affiliation:
Erasmus University Rotterdam
Changguo Mao
Affiliation:
Renmin University of China
Klodiana Lanaj
Affiliation:
Michigan State University
Russell E. Johnson*
Affiliation:
Michigan State University
*
E-mail: [email protected], Address: Department of Management, Michigan State University, North Business College Complex, 632 Bogue St., Office N438, East Lansing, MI 48824-1121
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 5 , Issue 4 , December 2012 , pp. 432 - 436
Copyright
Copyright © Society for Industrial and Organizational Psychology 2012 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Balkundi, P., & Kilduff, M. (2005). The ties that lead: A social network approach to leadership. The Leadership Quarterly, 16, 941–962. Google Scholar
Brewer, M. B., & Gardner, W. (1996). Who is this “We”? Levels of collective identity and self representations. Journal of Personality and Social Psychology, 71, 83–93. Google Scholar
Burke, C. S., DiazGranados, D., & Salas, E. (2011). Team leadership: A review and look ahead. In Bryman, A., Collinson, D., Grint, K., Jackson, B., & Uhl-Bien, M. (Eds.), The Sage handbook of leadership (pp. 338–351). London, England: Sage. Google Scholar
Carson, J., Tesluk, P., & Marrone, J. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50, 1217–1234. Google Scholar
Chang, C.-H., & Johnson, R. E. (2010). Not all leader-member exchanges are created equal: Importance of leader relational identity level. The Leadership Quarterly, 21, 796–808. Google Scholar
Day, D. V., & Harrison, M. M. (2007). A multilevel, identity-based approach to leadership development. Human Resource Management Review, 17, 360–373. Google Scholar
De Dreu, C. K. W., Weingart, L. R., & Kwon, S. (2000). Influence of social motives on integrative negotiation: A meta-analytic review and test of two theories. Journal of Personality and Social Psychology, 78, 889–905. Google Scholar
Friedrich, T. L., Vessey, W. B., Schuelke, M. J., Ruark, G. A., & Mumford, M. D. (2009). A framework for understanding collective leadership: The selective utilization of leader and team expertise within networks. The Leadership Quarterly, 20, 933–958. Google Scholar
Hall, D. T. (2004). Self-awareness, identity, and leader development. In Day, D. V., Zaccaro, S. J., & Halpin, S. M. (Eds.), Leader development for transforming organizations: Growing leaders for tomorrow. Mahwah, NJ: Erlbaum. Google Scholar
Jackson, C. L., Colquitt, J. A., Wesson, M. J., & Zapata-Phelan, C. P. (2006). Psychological collectivism: A measurement validation and linkage to group member performance. Journal of Applied Psychology, 91, 884–899. Google Scholar
Jackson, E. M., & Johnson, R. E. (2012). When opposites do (and do not) attract: Interplay of leader and follower self-identities and its consequences for leader-member exchange. The Leadership Quarterly, 23, 488–501. Google Scholar
Johnson, R. E., & Saboe, K. (2011). Measuring implicit traits in organizational research: Development of an indirect measure of employee implicit self-concept. Organizational Research Methods, 14, 530–547. Google Scholar
Johnson, R. E., Selenta, C., & Lord, R. G. (2006). When organizational justice and the self-concept meet: Consequences for the organization and its members. Organizational Behavior and Human Decision Processes, 99, 175–201. Google Scholar
Johnson, R. E., Venus, M., Lanaj, K., Mao, C., & Chang, C.-H. (2012). Leader identity as an antecedent of the frequency and consistency of transformational, consideration, and abusive leadership behaviors. Journal of Applied Psychology. doi: 10.1037/a0029043.Google Scholar
Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88, 246–255. Google Scholar
Kühnen, U., & Oyserman, D. (2002). Thinking about the self influences thinking in general: Cognitive consequences of salient self concept. Journal of Experimental Social Psychology, 38, 492–499. Google Scholar
Lord, R. G., & Brown, D. J. (2004). Leadership processes and follower self-identity. Mahwah, NJ: Erlbaum. Google Scholar
Lord, R. G., & Hall, R. J. (2005). Identity, deep structure and the development of leadership skill. Leadership Quarterly, 16, 591–615. Google Scholar
Oyserman, D., Coon, H. M., & Kemmelmeier, M. (2002). Rethinking individualism and collectivism: Evaluation of theoretical assumptions and meta-analyses. Psychological Bulletin, 128, 3–72. Google Scholar
Pearce, C. L., & Conger, J. A. (2003). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage. Google Scholar
Rus, D., van Knippenberg, D., & Wisse, B. M. (2010). Leader self-definition and leader self-serving behavior. The Leadership Quarterly, 21, 509–529. Google Scholar
Shamir, B., House, R. J., & Arthur, M. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organizational Science, 4, 577–594. Google Scholar
Sluss, D. M., & Ashforth, B. E. (2007). Relational identity and identification: Defining ourselves through work relationships. Academy of Management Review, 32, 9–32. Google Scholar
Swann, W. B. Jr., Polzer, J. T., Seyle, D. C., & Ko, S. J. (2004). Finding value in diversity: Verification of personal and social self-views in diverse groups. Academy of Management Review, 29, 9–27. Google Scholar
Tajfel, H., & Turner, J. C. (1986). The social identity theory of inter-group behavior. In Worchel, S. & Austin, L. W. (Eds.), Psychology of intergroup relations (pp. 7–24). Chicago, IL: Nelson-Hall. Google Scholar
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18, 298–318. Google Scholar
Yammarino, F. J., Salas, E., Serban, A., Shirreffs, K., & Shuffler, M. L. (2012). Collectivistic leadership approaches: Putting the “we” in leadership science and practice. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 382–402.Google Scholar