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.

Accountability, Group prototypicality, Identification, Leadership, Team-oriented behavior
dx.doi.org/10.1037/a0032445, hdl.handle.net/1765/41328
ERIM Top-Core Articles
Journal of Applied Psychology
Erasmus Research Institute of Management

Giessner, S.R, van Knippenberg, D.L, van Ginkel, W.P, & 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