Being (like) a leader. Essays on the effects of leaser identity through a social identity lens

Abstract

Although research on leader identity has been ongoing for twenty years, there are still considerable gaps in the literature, in particular related to its potential drawbacks. This dissertation employs social identity theory to examine the effects of having or lacking a leader identity on managers, non-managers, and their surroundings. While our research strengthens existing research on the benefits of having a leader identity, it also presents an argument for a more nuanced approach, acknowledging that having a leader identity may also lead to unwanted outcomes. These findings not only enhance our understanding of leader identity but also contribute to the broader leadership and organizational behavior literatures, including research streams on leadership behavior, performance, well-being and impression management.