TITLE

WHO WILL LEAD AND WHO WILL FOLLOW? A SOCIAL PROCESS OF LEADERSHIP IDENTITY CONSTRUCTION IN ORGANIZATIONS

AUTHOR(S)
DeRue, D. Scott; Ashford, Susan J.
PUB. DATE
October 2010
SOURCE
Academy of Management Review;Oct2010, Vol. 35 Issue 4, p627
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
We propose that a leadership identity is coconstructed in organizations when individuals claim and grant leader and follower identities in their social interactions. Through this claiming-granting process, individuals internalize an identity as leader or follower, and those identities become relationally recognized through reciprocal role adoption and collectively endorsed within the organizational context. We specify the dynamic nature of this process, antecedents to claiming and granting, and an agenda for research on leadership identity and development.
ACCESSION #
53503267

 

Related Articles

  • PREMIUM BONDS. Syedain, Hashi // People Management;Sep2012, p22 

    The article focuses on the development of successful employee networks. It states that employee diversity networks should be inclusive and have a well-defined relationship with the organization and comments on the importance of inclusiveness to prove the relevance of the network. It mentions...

  • Committee Management: Guidelines from Social Science Research. FILLEY, A. C. // California Management Review;Fall1970, Vol. 13 Issue 1, p13 

    The successful performance of committees is dependent upon their size, their style of leadership, and the mix of committee members. This article determines the ideal committee size to avoid splintering or subgrouping, analyzing cooperation versus competition on committees and the effects of...

  • A AVALIAÇÃO EXTERNA DE ESCOLAS COMO PROCESSO SOCIAL. Veloso, Luísa; Abrantes, Pedro; Craveiro, Daniela // Educação, Sociedade & Culturas;2011, Issue 33, p69 

    No abstract available.

  • Leadership Responsiveness to The Key in an Era of Socioeconomic Stress: A Focused Team-Building Paradigm. Darling, John R.; Utecht, Richard L. // Organization Development Journal;Fall2010, Vol. 28 Issue 3, p45 

    The article focuses on the analysis of "The Key," a focused team-building paradigm in the period of socioeconomic stress. It offers brief information on the concept and essence of the said paradigm, which accordingly functions as a means for leader to address the needs of the organization in...

  • TRANSFORMATIONAL LEADERSHIP, GOAL DIFFICULTY, AND TASK DESIGN: INDEPENDENT AND INTERACTIVE EFFECTS ON EMPLOYEE OUTCOMES. Whittington, J. Lee; Goodwin, Vicki L. // Academy of Management Proceedings & Membership Directory;2001, pK1 

    A field study of 209 leader-follower dyads from 12 different organizations was conducted to test for independent and interactive effects of transformational leadership, goal-setting, and job enrichment on employee performance, organizational citizenship behavior, and organizational commitment....

  • The Co-Manager Concept. SENGER, JOHN // California Management Review;Spring71, Vol. 13 Issue 3, p77 

    This article presents the dual leader concept as a workable alternative to the achievement-oriented vs. the affiliation-oriented manager in an effort to achieve maximum goal completion with high employee satisfaction. The problems of acceptance among managers of the concept and the effects upon...

  • Rethinking leadership. Senge, Peter // Executive Excellence;May98, Vol. 15 Issue 5, p16 

    Presents the text of an interview with the chairman of the Society of Organizational Learning regarding leadership. Emerging model of leadership in the 21st century; Discussion on the phenomenon of leadership; Implications when some organizations change their perception of leadership.

  • NICE Announces New Organizational Structure and Leadership Appointments.  // China Chemical Reporter;5/21/2012, Issue 10, p5 

    The article offers information on the new organizational structure and leadership appointed by National Institute for Clean-and-Low-Carbon Energy (NICE).

  • On the birth of organizations. Rock, Paul // Canadian Journal of Sociology;Fall1988, Vol. 13 Issue 4, p359 

    Organizations usually start as one person's bright idea and often as a result of random juxtaposition. Their early period is typically fused with the subjective and public character of theft founder and it takes time and occasional conflict before they attain an identity which is seen to be...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics