Leaders and their treatment of subgroups: implications for evaluations of the leader and the superordinate group

By Julie M. Duck, Kelly S. Fielding. 2003

86 citations recorded by the source corpus.

Subfields: Gender Studies, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/3f28dc6c9ea26e2294fe3a5b73de2fadacdd5e1b

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model (2014, background): “…if they are seen to be acting in ways that serve their ingroup's interests, rather than their personal interests or those of other outgroups (e.g., Duck & Fielding, 2003; Giessner, van Knippenberg, van Ginkel, & Sleebos, 2013; Haslam et al., 2001; Jetten, Duck, Terry, & O'Brien, 2002; van Dick,…”
Leadership, self, and identity: A review and research agenda (2004, background): “In an experimental study of leadership after a merger between two groups, Duck and Fielding (2003) compared responses to leaders whose premerger group was the same or different to participants’ premerger group (i.e., ingroup vs. outgroup), as a function of whether the leader took a decision that…”
SOCIAL IDENTITY IN INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY: CONCEPTS, CONTROVERSIES AND CONTRIBUTIONS (2006, background): “This point is most germane to the analysis of leadership (e.g., see Duck & Fielding, 1999, 2003; Ellemers, Van den Heuvel et al., in press; Haslam, 2001; Jetten, Duck, Terry, & O’Brien, 2002; Turner & Haslam, 2001; van Knippenberg & Hogg, 2003).”
Intergroup Leadership in Organizations: Leading Across Group and Organizational Boundaries (2012, background): “…in that the leader may not only be perceived as not “one of us” but may actually be perceived as “one of them”—as affiliated with the outgroup (cf. Duck & Fielding, 2003)—and this challenge becomes bigger as group members identify more strongly with their group (Platow & van Knippenberg,…”
Social influence in small groups: An interactive model of social identity formation (2005, unknown): “This research is also complemented by research into leadership, group productivity and cohesion (e.g., Duck & Fielding, 2003; Haslam, 2004; Haslam & Platow, 2001; Hogg, 1992; Hogg & Martin, 2003; Tindale, Meisenhelder, Dykema-Engblade, & Hogg, 2001; Turner, 1991; Worchel, Rothgerber, Day, Hart, &…”
The social identity theory of leadership: Theoretical origins, research findings, and conceptual developments (2012, background): “This has been nicely confirmed in a series of studies by Duck and Fielding (1999, 2003).”
Leadership and fairness: The state of the art (2006, background): “This is precisely what Platow and van Knippenberg (2001) and Duck and Fielding (2003) found (also see Platow et al., 1997, 1998, 2000).”
Revisiting followership through a social identity perspective: the role of collective follower emotion and action (2013, background): “…al., 2006), and also (2) to be engaging in behaviors that are perceived as being beneficial to upholding the salient group identity, i.e. group-serving behavior (Duck & Fielding, 2003; Haslam& Platow, 2001; Haslam et al., 2001; Platow& van Knippenberg, 2001; van Knippenberg & vanKnippenberg, 2005).”
When and why leaders put themselves first: leader behaviour in resource allocations as a function of feeling entitled (2005, background): “For this reason, it might therefore also be the case that if leaders display strong identification with followers under conditions of heightened social identity salience, then their allocations would be more in line with the equality rule (cf. De Cremer, 2003b; Duck & Fielding, 2003).”
Why being right is not enough: Predicting defensiveness in the face of group criticism (2005, background): “For example, people assume that ingroup members (including ingroup leaders) will discriminate in their favour (e.g., Duck & Fielding, 2003; Jetten, Duck, Terry, & O’Brien, 2002; Moreland & McMinn, 1999; Platow, Hoar, Reid, Harley, & Morrison, 1997) whereas outgroups will discriminate against them…”