Leadership, self, and identity: A review and research agenda
This article reviews empirical research on the role of follower self-conception in leadership effectiveness, and specifies an agenda for future research in this area. The review shows that several aspects of follower selfconception (i.e., self-construal, self-efficacy, self-esteem, and self-consistency) may be affected by leadership, and may mediate the effects of leadership on follower behavior. There also is consistent evidence that follower selfconstrual moderates the impact of leadership on follower attitudes and behavior. Two key themes for future research are defined. First, future research should focus on the development of theory about the role of relational self-construal in the leadership process. Second, it seems particularly valuable to develop theory about the interplay of different aspects of follower self-conception in leadership effectiveness, including the interactive effects of these aspects of self. Working backwards from these theoretical models of follower self-conception, specific leader behavior relevant to these aspects of self should then be identified.
|Keywords||follower identification, follower identity, follower self-concept, follower self-construal|
|Persistent URL||dx.doi.org/10.1016/j.leaqua.2004.09.002, hdl.handle.net/1765/12106|
van Knippenberg, D.L., van Knippenberg, B., de Cremer, D., & Hogg, M.A.. (2004). Leadership, self, and identity: A review and research agenda. The Leadership Quarterly, 15(6), 825–856. doi:10.1016/j.leaqua.2004.09.002