Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries

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van Dick R., Lemoine J. E., Steffens N. K., Kerschreiter R., AKFIRAT S., Avanzi L., ...Daha Fazla

JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY, cilt.91, sa.4, ss.697-728, 2018 (SSCI) identifier identifier

  • Yayın Türü: Makale / Tam Makale
  • Cilt numarası: 91 Sayı: 4
  • Basım Tarihi: 2018
  • Doi Numarası: 10.1111/joop.12223
  • Dergi Adı: JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY
  • Derginin Tarandığı İndeksler: Social Sciences Citation Index (SSCI), Scopus
  • Sayfa Sayıları: ss.697-728
  • Anahtar Kelimeler: leadership, social identity, Identity Leadership Inventory, cross-cultural validation, CONFIRMATORY FACTOR-ANALYSIS, OF-FIT INDEXES, SOCIAL IDENTITY, ORGANIZATIONAL IDENTIFICATION, MEASUREMENT INVARIANCE, GROUP PROTOTYPICALITY, R PACKAGE, WORK, PERFORMANCE, MODELS
  • Dokuz Eylül Üniversitesi Adresli: Evet

Özet

Recent theorizing applying the social identity approach to leadership proposes a four-dimensional model of identity leadership that centres on leaders' management of a shared sense of 'we' and 'us'. This research validates a scale assessing this model - the Identity Leadership Inventory (ILI). We present results from an international project with data from all six continents and from more than 20 countries/regions with 5,290 participants. The ILI was translated (using back-translation methods) into 13 different languages (available in the Appendix S1) and used along with measures of other leadership constructs (i.e., leader-member exchange [LMX], transformational leadership, and authentic leadership) as well as employee attitudes and (self-reported) behaviours - namely identification, trust in the leader, job satisfaction, innovative work behaviour, organizational citizenship behaviour, and burnout. Results provide consistent support for the construct, discriminant, and criterion validity of the ILI across countries. We show that the four dimensions of identity leadership are distinguishable and that they relate to important work-related attitudes and behaviours above and beyond other leadership constructs. Finally, we also validate a short form of the ILI, noting that is likely to have particular utility in applied contexts.