Team-oriented leadership: the interactive effects of leader

J Appl Psychol · Jul 2013

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

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.

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- Steffen R Giessner, Daan van Knippenberg, Wendy van Ginkel, and Ed Sleebos.
- Rotterdam School of Management, Erasmus University, Rotterdam 3062, the Netherlands. sgiessner@rsm.nl
- J Appl Psychol. 2013 Jul 1; 98 (4): 658-67.
AbstractWe 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.PsycINFO Database Record (c) 2013 APA, all rights reserved.

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