Leadership and Social Identification in Military Units: Direct and Indirect Relationships1

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Leadership, self, and identity: A review and research agenda (2004, background): “Exemplary behavior and emphasis on collective identity were unrelated to self-efficacy, and ideological emphasis had a negative relationship with self-efficacy (also see Shamir et al., 2000).”
Transformational leadership and outcomes: role of relationship duration (2005, background): “Shamir et al. (2000) found that staff members’ (inner circle’s) identification with the unit fully mediated the relationship between the leader’s emphasis on collective identity and soldiers’ (outer circle’s) identification with the unit.”
Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors (2004, background): “Work by Bono and Judge (2003) and Shamir and colleagues (e.g., Kark & Shamir, 2002, Kark et al., 2003, Shamir et al., 1993 and Shamir et al., 2000) has shown the importance of social and personal identification in the leadership process.”