Relationships between leader and follower organizational identification and implications for follower attitudes and behaviour

By Rolf van Dick, Giles Hirst, Michael W. Grojean, J. Wieseke. 2007

181 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/f44b097c6d65c46f08cb38135e1b698213ae87de

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

1. Florence Stinglhamber
2. P. Neves
3. R. Eisenberger
4. Gökhan Karagonlar
5. M. González-Morales
6. Alper Ertürk
7. Christian Vandenberghe
8. Meta Steiger-Mueller

In Social Psychology

1. Florence Stinglhamber
2. P. Neves
3. R. Eisenberger
4. Gökhan Karagonlar
5. M. González-Morales
6. Alper Ertürk
7. Thomas E. Becker
8. Christian Vandenberghe

In Sociology and Political Science

1. P. Neves
2. R. Eisenberger
3. Florence Stinglhamber
4. Gökhan Karagonlar
5. Alper Ertürk
6. Thomas E. Becker
7. Christian Vandenberghe
8. John P. Meyer

Citations in the corpus

• Exploring predictors of organizational identification: Moderating role of trust on the associations between empowerment, organizational support, and identification (2010, result): “Other research also supported the link between employees’ evaluations of the supervisor or the leader and employees’ organizational-level psychological responses (e.g., Cremer et al., 2006; Dirks, 1999; van Dick et al., 2007).”
• Leader-member exchange and affective organizational commitment: the contribution of supervisor's organizational embodiment. (2010, background): “Van Dick et al. (2007) suggested that supervisors who identify strongly with the organization are likely to convey positive views about it.”