Rotterdam School of Management, Erasmus University, Rotterdam 3062, the Netherlands.
J Appl Psychol. 2013 Jul;98(4):658-67. doi: 10.1037/a0032445. Epub 2013 Apr 8.
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.
我们考察了领导群体典型性、问责制和团队认同对领导面向团队行为的交互影响，从而将社会认同视角下的领导理论扩展到领导行为的研究中。一项实验研究（N=152）支持了我们的假设，即对于非典型群体领导者，领导问责制与面向团队的行为之间的关系比典型群体领导者更为紧密。一项有 64 名领导者（N=64）和 209 名下属（N=209）参与的多源实地研究表明，对于与团队认同感更强的领导者，这种交互效应更为明显。我们讨论了这些发现如何进一步发展领导的社会认同分析。
