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The value of leaders we trust and leaders who make us stronger

2026-02Artigo científico Acesso aberto
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dc.contributor.authorBibic, Kira
dc.contributor.authorFrenzel, Svenja B.
dc.contributor.authorKerschreiter, Rudolf
dc.contributor.authorWilson-Lemoine, Jeremy
dc.contributor.authorSteffens, Niklas
dc.contributor.authorHaslam, S. Alexander
dc.contributor.authorMonzani, Lucas
dc.contributor.authorAkfirat, Serap Arslan
dc.contributor.authorBallada, Christine Joy A.
dc.contributor.authorBazarov, Tahir
dc.contributor.authorAruta, John Jamir Benzon R.
dc.contributor.authorAvanzi, Lorenzo
dc.contributor.authorBunjak, Aldijana
dc.contributor.authorČerne, Matej
dc.contributor.authorEdelmann, Charlotte M.
dc.contributor.authorEpitropaki, Olga
dc.contributor.authorFransen, Katrien
dc.contributor.authorGarcía-Ael, Cristina
dc.contributor.authorGiessner, Steffen
dc.contributor.authorGleibs, Ilka H.
dc.contributor.authorGodlewska-Werner, Dorota
dc.contributor.authorKark, Ronit
dc.contributor.authorLaguia Gonzalez, Ana
dc.contributor.authorLam, Hodar
dc.contributor.authorLupina-Wegener, Anna
dc.contributor.authorMarkovits, Yannis
dc.contributor.authorMaskor, Mazlan
dc.contributor.authorMolero Alonso, Fernando Jorge
dc.contributor.authorMoriano Leon, Juan A.
dc.contributor.authorNeves, Pedro
dc.contributor.authorPauknerová, Daniela
dc.contributor.authorRetowski, Sylwiusz
dc.contributor.authorRoland-Lévy, Christine
dc.contributor.authorSamekin, Adil
dc.contributor.authorSchuh, Sebastian
dc.contributor.authorSekiguchi, Tomoki
dc.contributor.authorSong, Lynda Jiwen
dc.contributor.authorStory, Joana
dc.contributor.authorStouten, Jeroen
dc.contributor.authorSultanova, Liliya
dc.contributor.authorTatachari, Srinivasan
dc.contributor.authorvan Bunderen, Lisanne
dc.contributor.authorVan Dijk, Dina
dc.contributor.authorWong, Sut I.
dc.contributor.authorZhang, Xin‘an
dc.contributor.authorvan Dick, Rolf
dc.contributor.institutionNOVA School of Business and Economics (NOVA SBE)
dc.contributor.pblSAGE Publications
dc.date.accessioned2025-09-01T22:06:27Z
dc.date.available2025-09-01T22:06:27Z
dc.date.issued2026-02
dc.descriptionPublisher Copyright: © The Author(s) 2025. This article is distributed under the terms of the Creative Commons Attribution 4.0 License (https://creativecommons.org/licenses/by/4.0/) which permits any use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access page (https://us.sagepub.com/en-us/nam/open-access-at-sage).
dc.description.abstractThis study investigates the critical role of social identity in leadership, specifically examining identity leadership (IL) and the unique contributions of its four subdimensions: identity prototypicality, identity advancement, identity entrepreneurship, and identity impresarioship. To date, research has largely focused on the global construct of identity leadership and shown that in organizational contexts, it is a predictor of a range of outcomes, including group members’ burnout and organizational citizenship. However, the distinct roles of the four subdimensions remain little understood. Extending earlier findings, we address this gap by testing the hypothesis that the four subdimensions are differentially implicated in two key mechanisms that underlie the relationship between IL and group outcomes: (a) trust in the leader and (b) team identification. The present study explores this proposition by using structural equation modeling with latent factors to test a mediation model in 2020–2021 data from the Global Identity Leadership Development project (GILD; N = 7,855). As hypothesized, we found that identity prototypicality and identity advancement predominantly predicted greater trust in the leader, whereas identity entrepreneurship primarily predicted greater team identification. Contrary to our hypothesis, identity impresarioship showed a negative relation with trust. In turn, both trust in the leader and team identification were positively associated with organizational citizenship behavior (OCB), and negatively with burnout. We conclude by reflecting on the implications of these findings for both the theory and practice of leadership.en
dc.description.versionauthorsversion
dc.description.versionpublished
dc.format.extent20
dc.format.extent677120
dc.identifier.doi10.1177/13684302251341818
dc.identifier.issn1368-4302
dc.identifier.otherPURE: 128439975
dc.identifier.otherPURE UUID: 67024424-16fa-4f47-a3e3-2b1914f2fa86
dc.identifier.otherScopus: 105013846627
dc.identifier.urihttp://hdl.handle.net/10362/187355
dc.identifier.urlhttps://www.scopus.com/pages/publications/105013846627
dc.language.isoeng
dc.peerreviewedyes
dc.subjectdimensions
dc.subjectidentity leadership
dc.subjectsocial identity
dc.subjectteam identification
dc.subjecttrust
dc.subjectSocial Psychology
dc.subjectCultural Studies
dc.subjectCommunication
dc.subjectArts and Humanities (miscellaneous)
dc.subjectSociology and Political Science
dc.titleThe value of leaders we trust and leaders who make us strongeren
dc.title.subtitleExploring the distinct contributions of different components of identity leadership to group member outcomesen
dc.typejournal article
degois.publication.firstPage302
degois.publication.issue2
degois.publication.lastPage322
degois.publication.titleGroup Processes and Intergroup Relations
degois.publication.volume29
dspace.entity.typePublication
rcaap.rightsopenAccess

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