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Leader identity as an antecedent of the frequency and consistency of transformational, consideration, and abusive leadership behaviors

Johnson, Russell E., Venus, Merlijn, Lanaj, Klodiana, Mao, Changguo and Chang, Chu-Hsiang 2012, Leader identity as an antecedent of the frequency and consistency of transformational, consideration, and abusive leadership behaviors, Journal of applied psychology, vol. 97, no. 6, pp. 1262-1272, doi: 10.1037/a0029043.

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Title Leader identity as an antecedent of the frequency and consistency of transformational, consideration, and abusive leadership behaviors
Author(s) Johnson, Russell E.
Venus, Merlijn
Lanaj, Klodiana
Mao, Changguo
Chang, Chu-Hsiang
Journal name Journal of applied psychology
Volume number 97
Issue number 6
Start page 1262
End page 1272
Total pages 11
Publisher American Psychological Association
Place of publication Washington, D.C.
Publication date 2012
ISSN 0021-9010
1939-1854
Keyword(s) leadership
identity
transformational leadership
consideration leadership
abusive leadership
Summary Drawing from identity-based theories of leadership, we examined relations of leader identity with leaderbehavior and perceived effectiveness. To do so, we employed multiwave methodology to examine thedifferential impact of leaders’ chronic collective, relational, and individual identities on the frequencyand consistency of their subsequent transformational, consideration, and abusive behaviors over a 3-weekperiod. We also examined the relative importance of these leadership behaviors for predicting perceivedleader effectiveness as rated by subordinates and peers. Results indicated that leaders’ collective andindividual identities were uniquely related to transformational and abusive behaviors, respectively. Wealso observed a significant collective by individual identity interaction, such that abusive behaviors weremost frequent when a strong individual identity was paired with a weak collective identity. Frequency oftransformational behaviors accounted for the largest proportion of variance in perceived leader effectiveness,followed by frequency of abusive behaviors and consistency of transformational behaviors. Wediscuss the implications of these findings for leadership theory and development.
Language eng
DOI 10.1037/a0029043
Field of Research 150310 Organisation and Management Theory
1701 Psychology
1503 Business And Management
1505 Marketing
Socio Economic Objective 910402 Management
HERDC Research category C1.1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2012, American Psychological Association
Persistent URL http://hdl.handle.net/10536/DRO/DU:30090840

Document type: Journal Article
Collection: Department of Management
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