Predicting leadership relationships: the importance of collective identity
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.
This is the author accepted manuscript. The final version is available from the publisher via the DOI in this record.
Vol. 27, pp. 298 - 311