TY - JOUR
T1 - Effective leadership in salient groups
T2 - revisiting leader-member exchange theory from the perspective of the social identity theory of leadership
AU - Hogg, Michael A.
AU - Martin, Robin
AU - Epitropaki, Olga
AU - Mankad, Aditi
AU - Svensson, Alicia
AU - Weeden, Karen
PY - 2005/7
Y1 - 2005/7
N2 - Two studies compared leader-member exchange (LMX) theory and the social identity theory of leadership. Study 1 surveyed 439 employees of organizations in Wales, measuring work group salience, leader-member relations, and perceived leadership effectiveness. Study 2 surveyed 128 members of organizations in India, measuring identification not salience and also individualism/collectivism. Both studies provided good support for social identity predictions. Depersonalized leader-member relations were associated with greater leadership effectiveness among high-than low-salient groups (Study 1) and among high than low identifiers (Study 2). Personalized leadership effectiveness was less affected by salience (Study 1) and unaffected by identification (Study 2). Low-salience groups preferred personalized leadership more than did high-salience groups (Study 1). Low identifiers showed no preference but high identifiers preferred depersonalized leadership (Study 2). In Study 2, collectivists did not prefer depersonalized as opposed to personalized leadership, whereas individualists did, probably because collectivists focus more on the relational self.
AB - Two studies compared leader-member exchange (LMX) theory and the social identity theory of leadership. Study 1 surveyed 439 employees of organizations in Wales, measuring work group salience, leader-member relations, and perceived leadership effectiveness. Study 2 surveyed 128 members of organizations in India, measuring identification not salience and also individualism/collectivism. Both studies provided good support for social identity predictions. Depersonalized leader-member relations were associated with greater leadership effectiveness among high-than low-salient groups (Study 1) and among high than low identifiers (Study 2). Personalized leadership effectiveness was less affected by salience (Study 1) and unaffected by identification (Study 2). Low-salience groups preferred personalized leadership more than did high-salience groups (Study 1). Low identifiers showed no preference but high identifiers preferred depersonalized leadership (Study 2). In Study 2, collectivists did not prefer depersonalized as opposed to personalized leadership, whereas individualists did, probably because collectivists focus more on the relational self.
KW - leadership
KW - social identity
KW - LMX
KW - group processes
KW - self
UR - http://psp.sagepub.com/content/31/7/991
U2 - 10.1177/0146167204273098
DO - 10.1177/0146167204273098
M3 - Article
SN - 0146-1672
VL - 31
SP - 991
EP - 1004
JO - Personality and Social Psychology Bulletin
JF - Personality and Social Psychology Bulletin
IS - 7
ER -