Leadership Processes and Follower Self-identity

By R. Lord, Douglas J. Brown. 2003

567 citations recorded by the source corpus.

Contents: A.P. Brief, J.P. Walsh, Series Foreword. Preface. Common Sense, Science, and Leadership. The Working Self-Concept and Behavior. Level and Self-Concept. Temporary and Enduring Effects of Leaders. Generating a Mental Representation of a Leader's Behavior: Linking Perception to WSC Activation. Leadership and Emotions. With C. Selenta, Leadership and Organizational Justice. The Value Added by a Second-Order, Subordinate-Focused Approach to Understanding Leadership Processes.

Subfields: Social Psychology

View Paper: https://www.semanticscholar.org/paper/16f81a44cceca8f7f0fbce22d80066b0702209fd

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In Social Psychology

Citations in the corpus

Relationships between leader and follower organizational identification and implications for follower attitudes and behaviour (2007, background): “In particular, Lord and Brown (2004) have convincingly argued that leaders are influential because of their impact on their followers’ self-concepts.”
The social identity theory of leadership: Theoretical origins, research findings, and conceptual developments (2012, background): “…Fiske, 2010), gender (e.g., Eagly & Carli, 2007; Eagly & Karau, 2002; Eagly, Karau, & Makhijani, 1995; see Wood & Eagly, 2010), social cognition and social perception (e.g., Lord & Brown, 2004; Lord, Brown, & Harvey, 2001), and, the topic of this article, social identity and intergroup relations.”
Helping and harming others in the workplace: The roles of personal values and abusive supervision (2011, background): “Values are an important component of the self-concept (Carver and Scheir, 1981; Lord and Brown, 2004), and leaders establish expectations, control resources, and generally create conditions that activate employee values and self-identities, which in turn lead to values and identity consistent behavi”
Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process (2019, background): “This is consistent with the idea of a relational identity described above wherein the follower bonds their identity with the leader (Lord and Brown 2004).”
Identification in Organizations: An Examination of Four Fundamental Questions (2008, background): “First, interest in the connection between identification and leadership has burgeoned, from the perspective of both leaders (cf. van Knippenberg & Hogg, 2003) and followers (cf. Lord & Brown, 2004).”
Ethical and Unethical Leadership: Exploring New Avenues for Future Research (2010, background): “Leaders communicate what is valued and provide the connection that builds followers’ identification with their organizations (Lord & brown, 2004; van Knippenberg & hogg, 2003).”
Followership, leadership and social influence (2013, background): “Historically, leadership research has concentrated on leader personality, behaviors, attitudes and perceptions when studying the emergence of leadership and leadership outcomes (Collinson, 2005; Lord & Brown, 2004; Yukl & Van Fleet, 1992).”