This Article Abstract Full Text (PDF) Free Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Google Scholar Articles by Martin, R. Articles by Epitropaki, O. Search for Related Content Social Bookmarking                   What's this?

Role of Organizational Identification on Implicit Leadership Theories (ILTs), Transformational Leadership and Work Attitudes

University of Queensland, r.martin{at}psy.uq.edu.au

Olga Epitropaki

University of Sheffield

This investigation explores the effects of organizational identification on employees’ Implicit Leadership Theories (ILTs) and the perception of leader behaviors. The study involved a cross-sectional survey of 439 employees from seven companies based in South Wales. Respondents completed two questionnaires that measured their organizational identification, ILTs, recognition of ILTs in their manager, manager’s leadership behaviors (transactional and transformational), and psychological reactions (job satisfaction, well-being, and turnover intentions). The level of organizational identification did not affect the prototype of an ideal work-based leader. However, high organizational identification was associated with more positive ratings on the actual manager, the extent to which their manager displayed transactional and transformational behaviors, and with more positive psychological reactions to work. Employees high in organizational identification based their judgments of their leader’s transactional and transformational behaviors on the extent to which they recognized their leader as possessing leadership traits. However, those low on organizational identification allowed their prototype of their ideal leader to bias their judgment of their actual leader’s behavior. Finally, there was partial support for the augmenting hypothesis (that tranformational leadership would predict additional variance in psychological outcomes above that predicted by transactional leadership) for those high in organizational identification but not for those low in organizational identification.

Key Words: implicit leadership theories • organizational identification • transactional and transformational leadership

References

• Abrams, D., Ando, K., & Hinkle, S. (1998). Psychological attachment to the group: Cross-cultural differences in organizational identification and subjective norms as predictors of workers’ turnover intentions. Personality and Social Psychology Bulletin, 24, 1027-1039.[Abstract]
• Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14, 20-39.
• Atwater, L., & Yammarino, F. J. (1989). Transformational leadership among midshipmen leaders at the United States Naval Academy (Technical report //ONR-TR6). Washington, DC: Office of Naval Research.
• Avolio, B.J., Bass, B.M, & Jung, D.I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72, 441-462.[CrossRef][ISI]
• Barling, J., Weber, T., & Kelloway, E. K. (1996). Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. Journal of Applied Psychology, 81, 827-832.[CrossRef]
• Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Harper.
• Bass, B. M. (1997). Does the Transactional-- Transformational Leadership paradigm transcend organizational and national boundaries?American Psychologist, 52, 130-139.[CrossRef]
• Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the Multifactor Leadership Questionnaire. Redwood City, CA: MindGarden, Inc.
• Bryman, A. (1987). The generalizability of Implicit Leadership Theory. Journal of Social Psychology, 127, 129-141.
• Bryman, A. (1992). Charisma and leadership in organizations. London: Sage.
• Burns, J. M. (1978). Leadership. New York: Harper & Row.
• Bycio, P., Hackett, R. D., & Allen, J. S. (1995). Further assessments of Bass’s (1985) conceptualization of transactional and transformational leadership. Journal of Applied Psychology, 80, 468-478.[CrossRef]
• Carless, S. A. (1998). Assessing the discriminant validity of transformational leader behaviour as measured by the MLQ. Journal of Occupational and Organizational Psychology, 71, 353-358.
• Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider’s perspective on these developing streams of research. Leadership Quarterly, 10, 145-179.[CrossRef]
• Cook, J., & Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need non-fulfillment. Journal of Occupational Psychology, 53, 39-52.
• Cronshaw, S. F., & Lord, R. G. (1987). Effects of categorization, attribution, and encoding processes on leadership perceptions. Journal of Applied Psychology, 72, 97-106.[CrossRef][ISI]
• Den Hartog, D. N., Van Muijen, J. L., & Koopman, P.L. (1997). Transactional versus transformational leadership: An analysis of the MLQ. Journal of Occupational and Organizational Psychology, 70, 19-34.
• Duck, J. M., & Fielding, K. S. (1999). Leaders and subgroups: One of us or one of them?Group Processes & Intergroup Relations, 2, 203-230.[Abstract/Free Full Text]
• Dutton, J. E., Dukerich, J. M., & Harquail, C. V. (1994). Organizational images and member identification. Administrative Science Quarterly, 39, 239-263.
• Eden, D., & Leviatan, U. (1975). Implicit leadership theories as a determinant of factor structure underlying supervisory behavior scales. Journal of Applied Psychology, 60, 736-741.[CrossRef][ISI][Medline] [Order article via Infotrieve]
• Epitropaki, O. (2000). A ‘real world’ test of the information-processing approach to leadership: Implicit Leadership Theories (ILTs), Leader Member Exchanges (LMX) and employee outcomes. Unpublished doctoral thesis, Cardiff University, Wales.
• Epitropaki, O., & Martin, R. (2000). Implicit Leadership Theories in applied settings: Factor structure, generalizability and stability over time. Manuscript submitted for publication.
• Foti, R. J., & Lord, R. G. (1987). Prototypes and scripts: The effects of alternative methods of processing information on rating accuracy. Organizational Behavior and Human Decision Processes, 39, 318-340.[CrossRef]
• Fraser, S. L., & Lord, R. G. (1988). Stimulus prototypicality and general leadership impressions: Their role in leadership and behavioral ratings. Journal of Psychology, 122, 291-303.
• Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of Leader-Member Exchange Theory: Correlates and construct issues. Journal of Applied Psychology, 82, 827-844.[CrossRef]
• Gioia, D. A., & Sims, H. P., Jr. (1985). On avoiding the influence of Implicit Leadership Theories in leader behavior descriptions. Educational and Psychological Measurement, 45, 217-232.
• Haslam, S. A. (2001). Psychology in organizations: The social identity approach. London: Sage.
• Haslam, S. A., McGarty, C., Brown, P. M., Eggins, R. A., Morrison, B. E., & Reynolds, K. J. (1998). Inspecting the emperor’s clothes: Evidence that randomly-selected leaders can enhance group performance. Group Dynamics: Theory, Research and Practice, 2, 168-184.[CrossRef]
• Hogg, M. A. (in press). A social identity theory of leadership. Personality and Social Psychology Review
• Hogg, M. A., Hains, S. C., & Mason, I. (1998). Identification and leadership in small groups: Salience, frame of reference, and leader stereotypically effects on leader evaluations. Journal of Personality and Social Psychology, 75, 1248-1263.[CrossRef]
• Hogg, M. A., & Terry, D. (2000). Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25, 121-140.[CrossRef][ISI]
• Hogg, M. A., & Terry, D. (Eds.). (2001). Social identity processes in organizations. New York: Taylor & Francis.
• House, R. J., Hanges, P. J., Ruiz-Quantilla, S. A., Dorfan, P. W., Javidan, M., Dickson, M., Gupta, V., & the GLOBE Co-ordinating Team (1999). Cultural influences on leadership and organizations: Project GLOBE. In W. H. Mobley (Ed.), Advances in global leadership, (Vol. 1, pp. 171-233). Stamford, CT: JAI Press.
• Howell, J. M., & Higgins, C. A. (1990). Champions of technological innovation. Administrative Science Quarterly, 35, 317-341.[CrossRef][ISI]
• Hunt, J. G. (1999). Transformational/charismatic leadership’s transformation of the field: An historical essay. Leadership Quarterly, 10, 129-144.[CrossRef]
• Hunt, J. G., & Conger, J. A. (1999). From where we sit: An assessment of transformational and charismatic leadership research. Leadership Quarterly, 10, 335-343.
• Kenney, R. A., Schwartz-Kenney, B. M., & Blascovich, J. (1996). Implicit Leadership Theories: Defining leaders described as worthy of influence. Personality and Social Psychology Bulletin, 22, 1128-1143.[Abstract]
• Larson, J. R, Jr. (1982). Cognitive mechanisms mediating the impact of implicit theories of leader behavior on leader behavior ratings. Organizational Behavior and Human Performance, 29, 129-140.
• Lee, S. M. (1971). An empirical analysis of organizational identification. Academy of Management Journal, 14, 213-226.[CrossRef]
• Lord, R. G. (1977). Functional leadership behavior: Measurement and relation to social power and leadership perceptions. Administrative Science Quarterly, 22, 114-133.[CrossRef]
• Lord, R. G. (1985). An information processing approach to social perceptions, leadership perceptions and behavioral measurement in organizational settings. In B.M. Straw & L.L. Cummings (Eds.), Research in organizational behavior (Vol.7). Greenwich, CT: JAI Press.
• Lord, R. G., & Alliger, G. M. (1985). A comparison of four information processing models of leadership and social perceptions. Human Relations, 38, 47-65.[Abstract]
• Lord, R. G., Brown, D. J., & Freiberg, S. J. (1999). Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship. Organizational Behavior and Human Decision Processes, 78, 167-203.[CrossRef][ISI][Medline] [Order article via Infotrieve]
• Lord, R. G., Foti, R. J., & De Vader, C. L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance, 34, 343-378.[CrossRef]
• Lord, R. C., & Maher, K. J. (1993). Leadership and information processing. Linking perceptions and performance. London: Routledge.
• Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlations of transformational and transactional leadership: A meta-analytic review. Leadership Quarterly, 7, 385-391.[CrossRef]
• Mael, F. A., & Ashforth, B. E. (1995). Loyal from day one: Biodata, organizational identification, and turnover among newcomers. Personnel Psychology, 48, 309-333.
• Mael, F. A., & Tetrick, L. E. (1992). Identifying organizational identification. Educational and Psychological Measurement, 52, 813-824.[Abstract]
• Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behaviour, 4, 224-247.
• Nye, J. L., & Forsyth, D. R. (1991). The effects of prototype-based biases on leadership appraisals: A test of leadership categorization theory. Small Group Research, 22, 360-379.[Abstract]
• Offermann, L. R., Kennedy, J. K., Jr, & Wirtz, P. W. (1994). Implicit Leadership Theories: Content, structure and generalizability. Leadership Quarterly, 5, 43-58.
• Phillips, J. S. (1984). The accuracy of leadership ratings: A cognitive categorization perspective. Organizational Behavior and Human Performance, 33, 125-138.
• Phillips, J. S., & Lord, R. G. (1981). Causal attributions and perceptions of leadership. Organizational Behavior and Human Performance, 28, 143-163.[CrossRef]
• Platow, M., Reid, S., & Andrew, S. (1998). Leadership endorsement: The role of distributive and procedural behavior in interpersonal and intergroup contexts. Group Processes & Intergroup Relations, 1, 35-47.[Abstract]
• Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22, 259-298.[Abstract]
• Pratt, M. G., & Foreman, P. O. (2000). Classifying managerial responses to multiple organizational identities. Academy of Management Review, 25, 18-42.
• Rosch, E. (1978). Principle in categorization. In E. Rosch & B. B. Lloyd (Eds.), Cognition and categorization. Hillsdale, NJ: Erlbaum.
• Rush, M. C., & Russell, J. E. A. (1988). Leader prototypes and prototype-contingent consensus in leader behavior descriptions. Journal of Experimental Social Psychology, 24, 88-104.[CrossRef]
• Rush, M. C., Thomas, J. C., & Lord, R. G. (1977). Implicit leadership theory: A potential threat to the internal validity of leader behavior questionnaires. Organizational Behavior and Human Decision Processes, 20, 93-110.
• Seltzer, J., & Bass, B. M. (1990). Transformational leadership: Beyond initiation and consideration. Journal of Management, 16, 693-703.[Abstract/Free Full Text]
• Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W.G. Austin & S. Worchel (Eds.), The social psychology of intergroup relations (pp. 33-47). Monterey, CA: Brooks/Cole.
• van Knippenberg, D. (2000). Work motivation and performance: A social identity perspective. Applied Psychology: An International Review, 49, 357-371.[CrossRef]
• van Knippenberg, D., & Hogg, M. A. (Eds.). (2001). Editorial: Social identity processes in organizations. Group Processes & Intergroup Relations, 4, 185-189.[Free Full Text]
• van Knippenberg, D., & Van Schie, E. C. M. (2000). Foci and correlates of organizational identification. Journal of Occupational and Organizational Psychology, 73, 137-147.[CrossRef]
• Waldman, D. A., Bass, B. M., & Yammarino, F. J. (1990). Adding to contingent-reward behavior: The augmenting effect of charismatic leadership. Group and Organization Studies, 15, 381-394.
• Wan-Huggins, V. N., Riordan, C. M., & Griffeth, R. W. (1998). The development and longitudinal test of a model of organizational identification. Journal of Applied Social Psychology, 28, 724-749.[CrossRef]
• Warr, P. D. (1990). The measurement of well-being and other aspects of mental health. Journal of Occupational Psychology, 63, 193-210.
• Warr, P. D., Cook, J. D., & Wall, T. D. (1979). Scales for the measurement of work attitudes and aspects of psychological well-being. Journal of Occupational Psychology, 52, 129-148.
• Weiss, H. M., & Adler, S. (1981). Cognitive complexity and the structure of Implicit Leadership Theories. Journal of Applied Psychology, 66, 69-78.[CrossRef]

CiteULike

Connotea

Del.icio.us

Digg

Reddit

Technorati

This article has been cited by other articles:

				B. E. Ashforth, S. H. Harrison, and K. G. Corley Identification in Organizations: An Examination of Four Fundamental Questions Journal of Management, June 1, 2008; 34(3): 325 - 374. [Abstract] [PDF]

This Article Abstract Full Text (PDF) Free Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Google Scholar Articles by Martin, R. Articles by Epitropaki, O. Search for Related Content Social Bookmarking                   What's this?