License to fail? How leader group prototypicality moderates the effects of leader performance on perceptions of leadership effectiveness
By S. Giessner, D. van Knippenberg, Ed Sleebos. 2008
169 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/18ba2c3d3ec550126ab066fcbb4405d4b9b49256
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
In Social Psychology
- D. van Knippenberg
- M. Hogg
- O. Epitropaki
- R. Kark
- S. A. Haslam
- David E. Rast
- Niklas K. Steffens
- R. Lord
In Sociology and Political Science
- D. van Knippenberg
- M. Hogg
- S. A. Haslam
- Niklas K. Steffens
- David E. Rast
- M. Platow
- R. Lord
- O. Epitropaki
Citations in the corpus
- Advancing the social identity theory of leadership: A meta-analytic review of leader group prototypicality (2020, methodology): “Second, leader group prototypicality and leader group-serving behavior have been proposed to interact such that the one substitutes for the other (van Knippenberg & Hogg, 2003)—a prediction that has been subjected to empirical tests (Giessner & van Knippenberg, 2008; Giessner et al., 2009; Platow & ”
- The social identity theory of leadership: Theoretical origins, research findings, and conceptual developments (2012, methodology): “Many subsequent studies have added further support for the key hypothesis that prototypical leaders are better supported and able to be more effective relative to less prototypical leaders as members identify more strongly with the group (e.g., Cicero, Bonaiuto, Pierro, & van Knippenberg, 2008; Gies”
- Leadership and followership identity processes: A multilevel review ☆ (2017, background): “Importantly as a consequence of the belief that prototypical leaders work for the benefit of the group, followers will trust the leader (Abrams, Randsley de Moura, Marques, & Hutchison, 2008; Giessner et al., 2009).”
- An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality (2019, background): “Importantly, their in-group status also allows them more leeway in gaining support from their followers (Giessner et al. 2009; Graf et al. 2012).”