Shared organizational identity produces the compliance outcomes credited to leadership skill

Evidence

Furthermore, social identification with the organization is found to result in the same positive organizational behaviors that are typically seen as outcomes, such as increased OCB, of effective leadership (e.g., Christ et al., 2003; Haslam, 2004; van Knippenberg, 2000). Both SIT and social cognitive theorists (Lord & Brown, 2001) believe that leadership effectiveness increases when leaders are able to build subordinate identification with the organization. — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1766

Categorization

• corroborated: 2 independent passages support this claim — Roderick M. Kramer, Geoffrey J. Leonardelli, Robert W. Livingston, Social Cognition, Social Identity, and…, 1766
• XREF: connects to: 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; Leadership requires shared identity but also active identity entrepreneurship by leaders. — Stephen Reicher, S. Alexander Haslam, and Nick Hopkins, Social identity and the dynamics of…, 124; Leadership is impossible without a pre-existing or manufactured shared social identity — Stephen Reicher, S. Alexander Haslam, and Nick Hopkins, Social identity and the dynamics of…, 50 (+1 more)