Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries

Article

van Dick, Rolf, Lemoine, J., Steffens, Niklas K., Kerschreiter, Rudolf, Akfirat, Serap Arslan, Avanzi, Lorenzo, Dumont, Kitty, Epitropaki, Olga, Fransen, Katrien, Giessner, Steffen, González, Roberto, Kark, Ronit, Lipponen, Jukka, Markovits, Yannis, Monzani, Lucas, Orosz, Gábor, Pandey, Diwakar, Roland-Lévy, Christine, Schuh, Sebastian, Sekiguchi, Tomoki, Song, Lynda Jiwen, Stouten, Jeroen, Tatachari, Srinivasan, Valdenegro, Daniel, van Bunderen, Lisanne, Vörös, Viktor, Wong, Sut I., Zhang, Xin-an and Haslam, S. Alexander 2018. Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries. Journal of Occupational and Organizational Psychology. 91 (4), pp. 697-728. https://doi.org/10.1111/joop.12223
Authorsvan Dick, Rolf, Lemoine, J., Steffens, Niklas K., Kerschreiter, Rudolf, Akfirat, Serap Arslan, Avanzi, Lorenzo, Dumont, Kitty, Epitropaki, Olga, Fransen, Katrien, Giessner, Steffen, González, Roberto, Kark, Ronit, Lipponen, Jukka, Markovits, Yannis, Monzani, Lucas, Orosz, Gábor, Pandey, Diwakar, Roland-Lévy, Christine, Schuh, Sebastian, Sekiguchi, Tomoki, Song, Lynda Jiwen, Stouten, Jeroen, Tatachari, Srinivasan, Valdenegro, Daniel, van Bunderen, Lisanne, Vörös, Viktor, Wong, Sut I., Zhang, Xin-an and Haslam, S. Alexander
Abstract

Recent theorizing applying the social identity approach to leadership proposes a four‐dimensional model of identity leadership that centres on leaders’ management of a shared sense of ‘we’ and ‘us’. This research validates a scale assessing this model – the Identity Leadership Inventory (ILI). We present results from an international project with data from all six continents and from more than 20 countries/regions with 5,290 participants. The ILI was translated (using back‐translation methods) into 13 different languages (available in the Appendix S1) and used along with measures of other leadership constructs (i.e., leader–member exchange [LMX], transformational leadership, and authentic leadership) as well as employee attitudes and (self‐reported) behaviours – namely identification, trust in the leader, job satisfaction, innovative work behaviour, organizational citizenship behaviour, and burnout. Results provide consistent support for the construct, discriminant, and criterion validity of the ILI across countries. We show that the four dimensions of identity leadership are distinguishable and that they relate to important work‐related attitudes and behaviours above and beyond other leadership constructs. Finally, we also validate a short form of the ILI, noting that is likely to have particular utility in applied contexts.

JournalJournal of Occupational and Organizational Psychology
Journal citation91 (4), pp. 697-728
ISSN0963-1798
Year2018
PublisherWiley
Accepted author manuscript
Digital Object Identifier (DOI)https://doi.org/10.1111/joop.12223
Publication dates
Online18 May 2018
Publication process dates
Deposited04 Dec 2018
Accepted19 Apr 2018
Accepted19 Apr 2018
FunderThe Interdisciplinary Center for Social Conflict and Cohesion Studies
Center for Intercultural and Indigenous Research
Fondecyt
The Interdisciplinary Center for Social Conflict and Cohesion Studies
Center for Intercultural and Indigenous Research
Fondecyt
Copyright information© 2018 The British Psychological Society. This is the peer reviewed version of the following article: van Dick, R. et al. ‘Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries’, Journal of Occupational and Organizational Psychology, 91(4), pp. 697-728, which has been published in final form at https://doi.org/10.1111/joop.12223. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions.
LicenseAll rights reserved (under embargo)
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