Abstract
We examined the interactive effects of leader group prototypicality, accountability, and team identification on team-oriented behavior of leaders, thus extending the social identity perspective on leadership to the study of leader behavior. An experimental study (N = 152) supported our hypothesis that leader accountability relates more strongly to team-oriented behavior for group nonprototypical leaders than for group prototypical leaders. A multisource field study with leaders (N = 64) and their followers (N = 209) indicated that this interactive effect is more pronounced for leaders who identify more strongly with their team. We discuss how these findings further develop the social identity analysis of leadership. © 2013 American Psychological Association.
| Original language | English |
|---|---|
| Pages (from-to) | 658-667 |
| Number of pages | 10 |
| Journal | Journal of Applied Psychology |
| Volume | 98 |
| Issue number | 4 |
| Early online date | 8 Apr 2013 |
| DOIs | |
| Publication status | Published - 2013 |
