Leadership requires shared identity but also active identity entrepreneurship by leaders.

Evidence

However, there are three distinctive points that arise from the present analysis. First, we show that the very possibility of leadership is dependent upon the existence of a shared social identity. Without such an identity there is nothing to bind leaders and followers together, there is no consensus for a leader to represent and therefore leadership is impossible. Second, we show that leaders are not passive onlookers when it comes to identity processes. They actively intervene in creating and redefining identities and thereby in creating and transforming their followers. Third, we show that the creativity of leaders is not limited to words and ideas but also extends to the initiation of structures which can make those ideas manifest. — Stephen Reicher, S. Alexander Haslam, and Nick Hopkins, Social identity and the dynamics of…, 124

Categorization

• XREF: Relevant to the reading purpose — how leaders personify shared identity. This is the paper stating its distinctive three-part contribution. — connects to: Leaders lead by representing a consensus that shared identity makes possible. — Stephen Reicher, S. Alexander Haslam, and Nick Hopkins, Social identity and the dynamics of…, 67; Leadership structure tracks the strength of shared social identity over time. — Stephen Reicher, S. Alexander Haslam, and Nick Hopkins, Social identity and the dynamics of…, 56; Identity redefinition succeeds only where mobilization outpowers sedimented resistance. — Stephen Reicher, S. Alexander Haslam, and Nick Hopkins, Social identity and the dynamics of…, 106 (+6 more)

Related

• Leadership is impossible without a pre-existing or manufactured shared social identity (similarity 0.88)
• Leadership must be understood as a group process rather than a leader-follower dyad (similarity 0.88)
• Leaders lead by representing a consensus that shared identity makes possible. (similarity 0.88)
• Leaders politicize groups by embodying the shared identity that makes their frames normative (similarity 0.87)
• Both identity dimensions fully mediate the link between leadership and citizenship behavior (similarity 0.86)
• Shared organizational identity produces the compliance outcomes credited to leadership skill (similarity 0.86)
• Leadership requires both shared identity and consensus on who best embodies the group view (similarity 0.85)
• Leaders convert social identity into social reality by initiating group and societal structures (similarity 0.85)
• Leadership structure tracks the strength of shared social identity over time. (similarity 0.85)
• Transformational leadership builds organizational identity while transactional leadership does not (similarity 0.85)
• Leadership is cognitively framed as a group-level rather than relational process (similarity 0.84)
• Leadership theory wrestles with celebrating influence without endorsing tyranny. (similarity 0.84)
• Leadership acts on followers through collective group norms, not just individual exchange (similarity 0.83)
• One-sided identity framing lets a strawman of passive leadership gain credence (similarity 0.83)
• Organizational identity only partially mediates leadership’s effect on satisfaction (similarity 0.83)

Broader Connections

• Transformational leadership builds organizational identity while transactional leadership does not #expands (0.80) — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1773
• Leaders politicize groups by embodying the shared identity that makes their frames normative #corroborates (0.80) — John T. Jost and Jim Sidanius, Political Psychology, 4439
• Identity framing is a meso-level process of attributing meaning that organizational leaders shape #expands (0.78) — Donatella della Porta et al., Mobilizing Against the Odds, 33
• Both identity dimensions fully mediate the link between leadership and citizenship behavior #corroborates (0.75) — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1845
• Organizational identity only partially mediates leadership’s effect on satisfaction #qualifies (0.72) — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1831
• Shared organizational identity produces the compliance outcomes credited to leadership skill #corroborates (0.70) — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1766