A SOCIAL IDENTITY MODEL OF LEADERSHIP EFFECTIVENESS IN ORGANIZATIONS

By D. van Knippenberg, M. Hogg. 2003

681 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/2b618705aa4e360f46a929ff9ee0073b9e8c59ab

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Citations in the corpus

Social Identity and Social Exchange: Identification, Support, and Withdrawal from the Job (2005, neutral): “Rather, as Hogg and van Knippenberg (2003; van Knippenberg & Hogg, 2003) argued, with higher identiﬁcation, attention is likely to shift to different aspects of leader behavior.”
Cooperation as a function of leader self-sacrifice, trust, and identification (2005, background): “Both trust (Pillai and Meindl, 1998; Podsakoff et al., 1990) and identification (Shamir et al., 1993; van Knippenberg and Hogg, 2003) have been proposed to mediate the effectiveness of leader behavior.”
Transformational leadership and follower creativity: The moderating effects of identification with leader and organizational climate (2010, background): “…writing related to transformational leadership has focused on the interplay of transformational leadership and various aspects of follower self-concept (Kark and Van Dijk, 2007; van Knippenberg and Hogg, 2003; van Knippenberg et al., 2004), as opposed to the manipulation of contingent rewards.”
Linking transformational leadership and work outcomes in temporary organizations: A social identity approach (2017, background): “One factor that has received particular attention within transformational leadership research is organizational identification (Epitropaki and Martin, 2005; van Knippenberg and Hogg, 2003; van Knippenberg et al., 2004).”
Revisiting followership through a social identity perspective: the role of collective follower emotion and action (2013, methodology): “…to followers' perceptions of leaders at the global level, which differs from van Knippenberg and associates' (van Knippenberg, 2011; van Knippenberg & Hogg, 2003) conceptualization of leader prototypicality in relation to local, group-level prototypes under the social identity theory of leadership.”
The social identity theory of leadership: Theoretical origins, research findings, and conceptual developments (2012, methodology): “A fuller analysis was published two years later (Hogg & van Knippenberg, 2003) as was a variant configured for and focused on leadership in organisational and management contexts (van Knippenberg & Hogg, 2003a).”
Motivation to Lead, Motivation to Follow: The Role of the Self-Regulatory Focus in Leadership Processes (2007, background): “Engendering motivation among followers recently has been understood in terms of leadership theories that are focused on followers’ self- concept (e.g., Kark & Shamir, 2002; Lord et al., 1999; van Knippenberg & Hogg, 2003).”
Intergroup Leadership in Organizations: Leading Across Group and Organizational Boundaries (2012, background): “…that builds a shared social identity also creates more fertile ground for subsequent leadership targeted at this shared social identity (van Knippenberg & Hogg, 2003), and, more generally, the effectiveness of group leadership is contingent on earlier leadership actions (Hackman &…”
Unity Through Diversity: Value-in-Diversity Beliefs, Work Group Diversity, and Group Identification (2007, result): “…(Mael & Ashforth, 1992), work motivation and performance (Haslam, Powell, & Turner, 2000; van Knippenberg, 2000), leadership effectiveness (van Knippenberg & Hogg, 2003; Platow, Haslam, Foddy, & Grace, 2003), intergroup relations (Kramer, 1991; van Knippenberg, 2003), and the effects of…”
The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators (2011, background): “” The core concept of social identity is that people define themselves, not only in terms of personal attributes, but also in terms of collective attributes ( Van Knippenberg and Hogg, 2003”
Critique and review of leader–member exchange theory: Issues of agreement, consensus, and excellence (2010, background): “A collective level of self-identity is defined in terms of broader group membership (van Knippenberg & Hogg, 2003a , 2003b ; van Knippenberg, van Knippenberg, De Cremer, & Hogg, 2004 ).”
Leader self-sacrifice and leadership effectiveness: the moderating role of leader prototypicality. (2005, methodology): “Leader Prototypicality and Leadership Effectiveness Leader group prototypicality is seen as an important determinant of leadership effectiveness in the social-identity analysis of leadership (Hogg, 2001; Hogg & van Knippenberg, 2003; van Knippenberg & Hogg, 2003).”