How Relational and Organizational Identification Converge: Processes and Conditions

By David M. Sluss, Blake E. Ashforth. Organ. Sci., 2008

381 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/f35e53a1deb751201aaba9b004bbf0a6845383f9

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In Organizational Behavior and Human Resource Management

In Social Psychology

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Citations in the corpus

Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification (2011, background): “…studies, including experimental work, have shown that characteristics of ethical leaders such as openness and trustworthiness, among others, are positively related to organizational identification (see De Cremer et al., 2008, McAllister, 1995, Sluss and Ashforth, 2008 and Smith et al., 2006).”
How leadership enhances employees’ knowledge sharing: the intervening roles of relational and organizational identification (2011, background): “Sluss and Ashforth (2008) argued that relational identification between individuals (such as leaders and followers) may extend to other types of identification such as organizational identification.”
Intergroup Leadership in Organizations: Leading Across Group and Organizational Boundaries (2012, background): “Relational identity, in contrast, captures selfdefinition in terms of relationships with significant others, in which the self is understood in terms of these relationships (Brewer & Gardner, 1996; Brickson, 2000; Lord & Brown, 2004; Sluss & Ashforth, 2007, 2008; Sluss, van Dick, & Thompson, 2010).”
The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? (2012, background): “…greater sensitivity to the expectations of their supervisor, internalize the goals and values of the supervisor as their own, and work harder in the interests of their supervisor and the organization (van Knippenberg 2000; Aron 2003; van Knippenberg et al. 2004; Sluss and Ashforth 2007, 2008).”
Exploring the Impact of Responsible Leadership on Organizational Citizenship Behavior for the Environment: A Leadership Identity Perspective (2019, background): “For example, they are more likely to perform volunteering extra-role behaviors which go beyond their job descriptions [40], such as in the case of OCBE.”
Affective Commitment to Organizations and Supervisors and Turnover: A Role Theory Perspective (2017, background): “Scholars have suggested that supervisors develop person-based identities that are distinct from their role-based identities as a function of how they interact with subordinates (Sluss & Ashforth, 2008), craft their jobs (Wrzesniewski & Dutton, 2001), and see their role (Dienesch & Liden, 1986).”
A multi-level investigation of psychological contract breach and organizational identification through the lens of perceived organizational membership: testing a moderated-mediated model (2013, background): “Prior conceptual and empirical work (e.g. Ashforth et al., 2008; Sluss & Ashforth, 2008; Van Knippenberg & Schie, 2000) has however indicated that organizations provide their members with multiple group memberships (e.g. work units, departments, divisions as well as informal networks and…”