Predicting leadership relationships: The importance of collective identity
Chrobot-Mason, D, Gerbasi, AM and Cullen-Lester, KL (2016) Predicting leadership relationships: The importance of collective identity Leadership Quarterly, 27 (2). pp. 298-311.
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In many organizations, leadership increasingly looks less like a hierarchy of authority. Instead, it is better understood as a network of influence relationships in which multiple people participate, blurring the distinction between leader and follower and raising the question, how do we predict the existence of these leadership relationships? In this study, we examine identification with one's organization and work team to predict the presence or absence of a leadership relationship. Using Exponential Random Graph Models (ERGMs) we find that employees who strongly identify with their company and team are more likely to view others as a source of leadership. We also find that employees who strongly identify with the organization are more likely to be viewed by others as a source of leadership. Implications for enhancing the understanding of plural forms of leadership and leadership development are discussed.
|Divisions :||Faculty of Arts and Social Sciences > Surrey Business School|
|Date :||2 March 2016|
|Identification Number :||10.1016/j.leaqua.2016.02.003|
|Copyright Disclaimer :||© 2016 Elsevier Inc. All rights reserved.|
|Uncontrolled Keywords :||Plural leadership, Collective leadership, Networks, Organizational identity|
|Depositing User :||Symplectic Elements|
|Date Deposited :||11 Aug 2016 10:43|
|Last Modified :||11 Aug 2016 10:43|
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