Team-oriented leadership: The interactive effects of leader group prototypicality, accountability, and team identification

S.R. Giessner, D. van Knippenberg, W. van Ginkel, E. Sleebos

Research output: Contribution to JournalArticleAcademicpeer-review

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 languageEnglish
Pages (from-to)658-667
Number of pages10
JournalJournal of Applied Psychology
Volume98
Issue number4
Early online date8 Apr 2013
DOIs
Publication statusPublished - 2013

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Team-oriented leadership: The interactive effects of leader group prototypicality, accountability, and team identification. / Giessner, S.R.; van Knippenberg, D.; van Ginkel, W.; Sleebos, E.

In: Journal of Applied Psychology, Vol. 98, No. 4, 2013, p. 658-667.

Research output: Contribution to JournalArticleAcademicpeer-review

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