The Bright and Dark Side of a Leader Identity: A Relational Perspective
Guillen, Laura
Guillen, Laura
Publication Type
Conference Proceeding
Editor
Supervisor
Publication Year
2014-01
Journal
Book
Academy of Management Proceedings
Publication Volume
2014
Publication Issue
1
Publication Begin page
13396
Publication End page
13396
Publication Number of pages
Collections
Abstract
The development of a leader identity is essential for leadership. Constructing and internalizing a leader identity is not an overnight process and occurs gradually in subsequent interactions with others. Nevertheless, research on leader identity from a social perspective is rather scarce. In this study, we address this gap and draw on social perception, leadership and identity literature to test a model of antecedents and consequences to leader identity. In a field study of 295 manager-direct report dyads, we found that a manager’s reputation among direct reports of being a visionary related positively to having a leader identity on part of the manager. In contrast, being perceived as a servant leader had a negative relationship with the manager’s leader identity. With respect to the consequences of having a leader identity, we found that while a leader identity related positively to upper management’s assessment of leaders’ effectiveness at the individual level, it related negatively to perceived effectiveness at the collective level. We conclude by deriving theoretical and practical implications of our findings.
Research Projects
Organizational Units
Journal Issue
Keywords
Leader Identity, Leadership Development, Social Perception