Do we want a fighter? The influence of group status and the stability of intergroup relations on leader prototypicality and endorsement

Based on the idea that leadership is a group process, we propose that followers' endorsement of a leader depends on particular leadership strategies being perceived to be best suited for maintaining or advancing group identity in the context of prevailing intergroup relations. Three experimental studies with different samples aimed to examine how socio-structural variables that define intergroup relations impact on leader–follower relations and on the support that followers give to leaders who adopt different approaches to manage intergroup relations. We demonstrate that after manipulating the status and the stability of intergroup relations followers endorse leaders who strategically engage in group-oriented behaviour that maps onto optimal identity-management strategies. These patterns mirrored differences across contexts in the perceived prototypicality. We conclude that intergroup relations influence leaders' strategic behaviour and followers' reaction to them. Findings highlight the importance of understanding leadership as both a within- and between-group process

Leader behavior as a determinant of health at work: Specification and evidence of five key pathways

The extent to which leadership influences employee health and the processes that underlie its effects are not well understood at present. With the aim of filling this gap, we review four distinct forms of leader behavior (task-oriented, relationship-oriented, change-oriented, and passive/destructive) and clarify the different ways in which these can be expected to have a bearing on employee health. Next, we present a model that integrates and extends these insights. This model describes five pathways through which leader behavior can influence the health of organizational members and summarizes what we know about the most important determinants, processes (mediators) and moderators of these relationships. These involve leaders engaging in personfocused action, system- or team-focused action, action to moderate the impact of contextual factors, climate control and identity management, and modelling. Finally, we identify important gaps and opportunities in the literature that need to be addressed in future research. A key conclusion is that while much has been done to explore some key pathways between leadership and health, others remain underexplored. We also outline how future research might address these in the context of a more expansive theoretical, empirical and practical approach to this emerging field of research

Legal Work and the Glass Cliff: Evidence that Women are Preferentially Selected to Lead Problematic Cases

Recent archival and experimental research by Ryan and Haslam has revealed the phenomenon of the glass cliff whereby women are more likely than men to be appointed to risky or precarious leadership positions in problematic organizational circumstances. This paper extends research on the glass cliff by examining the precariousness of the cases women are assigned in a legal context. An experimental study conducted with law students (N = 114) investigated the appointment of a candidate to lead a legal case that was defined as either low-risk or high-risk. Commensurate with patterns observed in other domains, results indicated that a male candidate was as likely as a female to be selected as lead counsel for a low-risk case but that there was a strong preference for a female rather than a male appointment for a high-risk case. The study also examines the way in which participants\u27 evaluations of candidates and their perceptions of risk and opportunity related to candidate selection. Implications and directions for future research are discussed

Creativity is collective

Psychologists and other commentators have always treated creativity as the ultimate expression of human individuality. However, to fully understand creativity we need to look beyond the individual: Groups and social context give creativity both form and force

“The we's have it”: Evidence for the distinctive benefits of group engagement in enhancing cognitive health in aging

Aligned with research in the social capital and general health literature, a large body of evidence shows that older people who are more socially active have better cognitive integrity and are less vulnerable to cognitive decline. The present research addresses the question of whether the type of social engagement (group-based vs. individual) has differential effects on these cognitive health outcomes. Drawing on population data (N = 3413) from three waves (i.e., Waves 3, 4 and 5) of the English Longitudinal Study of Ageing, we investigated the independent contribution of group and individual engagement in predicting cognitive functioning four years later. Hierarchical linear regression was used entering age, gender, socioeconomic status, ethnicity, and physical health as covariates. The final model, controlling for initial cognitive function and social engagement (both group and individual) showed that only group engagement made a significant, sustained, and unique contribution to subsequent cognitive function. Furthermore, the effects of group engagement were stronger with increasing age. These findings extend previous work on the social determinants of health by pinpointing the types of relationships that are particularly beneficial in protecting cognitive health. The fact that group engagement optimized health outcomes, and that this was especially the case with increasing age, has important implications for directing community resources to keep older adults mentally active and independent for longer

Overcoming alcohol and other drug addiction as a process of social identity transition : the social identity model of recovery (SIMOR)

In recent years, there has been an increasing focus on a recovery model within alcohol and drug policy and practice. This has occurred concurrently with the emergence of community- and strengths-based approaches in positive psychology, mental health recovery and desistance and rehabilitation from offending. Recovery is predicated on the idea of substance user empowerment and self-determination, using the metaphor of a ‘‘journey’’. Previous research describing recovery journeys has pointed to the importance of identity change processes, through which the internalised stigma and status of an ‘‘addict identity’’ is supplanted with a new identity. This theoretical paper argues that recovery is best understood as a personal journey of socially negotiated identity transition that occurs through changes in social networks and related meaningful activities. Alcoholics Anonymous (AA) is used as a case study to illustrate this process of social identity transition. In line with recent social identity theorising, it is proposed that (a) identity change in recovery is socially negotiated, (b) recovery emerges through socially mediated processes of social learning and social control and (c) recovery can be transmitted in social networks through a process of social influence

The Value of Speaking for “Us”: the Relationship Between CEOs’ Use of I- and We-Referencing Language and Subsequent Organizational Performance

CEOs have been argued to play a critical role for organizational performance. However, CEOs cannot achieve success singlehandedly. They rely on other organizational members to execute and implement their agenda and to contribute to organizational success. In the present research, we propose that CEOs serve as identity leaders of their organization who are able to enhance organizational performance by representing and cultivating a sense of shared collective identity ("us") with those they lead. One way for leaders to do so is through the use of we-referencing (as opposed to I-referencing) language. We examine this idea in a pre-registered study of organizations listed in the DAX (i.e., leading German stock index) between 2000 and 2016, assessing the impact of CEOs' use of we- and I-referencing language in letters to the stakeholders (N = 378) on objective indicators of organizational financial performance. In line with hypotheses, results show a positive relationship between CEOs' use of we-referencing language and key indicators of financial performance: return on assets and sales per employee (while there was no evidence of an association with return on sales). At the same time, results indicate that the use of I-referencing language was unrelated to organizational performance. These findings advance the literature on strategic leadership and on the social identity approach to leadership by suggesting that CEOs' thinking and acting in collective terms is associated with greater organizational financial performance

Who Gets the Carrot and Who Gets the Stick? Evidence of Gender Disparities in Executive Remuneration

notes: Earlier versions of the paper appeared as http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1526948 - TILEC Discussion Paper No. 2009-046 and http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1526948 - CentER Discussion Paper Series No. 2010-02This paper offers a new explanation of the gender pay gap in leadership positions by examining the relationship between managerial bonuses and company performance. Drawing on findings of gender studies, agency theory, and the leadership literature, we argue that the gender pay gap is a context-specific phenomenon that results partly from the fact that company performance has a moderating impact on pay inequalities. Employing a matched sample of 192 female and male executive directors of U.K.-listed firms, we corroborate the existence of the gender pay disparities in corporate boardrooms. In line with our theoretical predictions, we find that bonuses awarded to men are not only larger than those allocated to women, but also that managerial compensation of male executive directors is much more performance-sensitive than that of female executives. The contribution of attributional and expectancy-related dynamics to these patterns is highlighted in line with previous work on gender stereotypes and implicit leadership theories such as the romance of leadership. Gender differences in risk taking and confidence are also considered as potential explanations for the observed pay disparities. The implications of organizations' indifference to women's performance are examined in relation to issues surrounding the recognition and retention of female talent. Copyright © 2010 John Wiley & Sons, Ltd

Assessing the speed and ease of extracting group and person information from faces

This research was supported by the Australian Research Council (FLFL110100199) and the Canadian Institute for Advanced Research (Social Interactions Identity and Well-Being Program).The human face is a key source of social information. In particular, it communicates a target's personal identity and some of their group memberships. Different models of social perception posit distinct stages at which this group-level and person-level information is extracted from the face, with divergent downstream consequences for cognition and behavior. This paper presents four experiments that explore the time-course of extracting group and person information from faces. In Experiments 1 and 2, we explore the effect of chunked versus unchunked processing on the speed of extracting group versus person information, as well as the impact of familiarity in Experiment 2. In Experiment 3, we examine the effect of the availability of a diagnostic cue on these same judgments. In Experiment 4, we explore the effect of both group-level and person-level prototypicality of face exemplars. Across all four experiments, we find no evidence for the perceptual primacy of either group or person information. Instead, we find that chunked processing, featural processing based on a single diagnostic cue, familiarity, and the prototypicality of face exemplars all result in a processing speed advantage for both group-level and person-level judgments equivalently. These results have important implications for influential models of impression formation and can inform, and be integrated with, an understanding of the process of social categorization more broadly.PostprintPeer reviewe

Identity leadership in a crisis : a 5R framework for learning from responses to COVID-19

The COVID-19 pandemic is the greatest global crisis of our lifetimes, and leadership has been critical to societies' capacity to deal with it. Here effective leadership has brought people together, provided a clear perspective on what is happening and what response is needed, and mobilized the population to act in the most effective ways to bring the pandemic under control. Informed by a model of identity leadership (Haslam, Reicher & Platow, 2020), this review argues that leaders? ability to do these things is grounded in their ability to represent and advance the shared interests of group members and to create and embed a sense of shared social identity among them (a sense of "us-ness"). For leaders, then, this sense of us-ness is the key resource that they need to marshal in order to harness the support and energy of citizens. The review discusses examples of the successes and failures of different leaders during the pandemic and organizes these around five policy priorities related to the 5Rs of identity leadership: readying, reflecting, representing, realizing, and reinforcing. These priorities and associated lessons are relevant not only to the management of COVID-19 but to crisis management and leadership more generally.PostprintPeer reviewe