2013-07-01
Team-Oriented leadership: The interactive effects of leader group prototypicality, accountability, and team identification
Publication
Publication
Journal of Applied Psychology , Volume 98 - Issue 4 p. 658- 667
We examined the interactive effects of leader group prototypicality, accountability, and team identification on team-oriented behavior of leaders, thus extending the social identity perspective on leadership to the study of leader behavior. An experimental study (N = 152) supported our hypothesis that leader accountability relates more strongly to team-oriented behavior for group nonprototypical leaders than for group prototypical leaders. A multisource field study with leaders (N = 64) and their followers (N = 209) indicated that this interactive effect is more pronounced for leaders who identify more strongly with their team. We discuss how these findings further develop the social identity analysis of leadership.
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| doi.org/10.1037/a0032445, hdl.handle.net/1765/41328 | |
| ERIM Top-Core Articles | |
| Journal of Applied Psychology | |
| Organisation | Erasmus Research Institute of Management |
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Giessner, S., van Knippenberg, D., van Ginkel, W., & Sleebos, E. (2013). Team-Oriented leadership: The interactive effects of leader group prototypicality, accountability, and team identification. Journal of Applied Psychology, 98(4), 658–667. doi:10.1037/a0032445 |
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