The relational nature of leadership identity construction: How and when it influences perceived leadership and decision-making |
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| Institution: | 1. Anderson School of Management, University of New Mexico, MSC05 3090, 1 University of New Mexico, Albuquerque, NM 87131, USA;2. Organizational Behavior Unit, Harvard Business School, Soldiers Field, Boston, MA 02163, USA;3. Department of Management and Organizations, Stephen M. Ross School of Business, University of Michigan, 701 Tappan Street, Ann Arbor, MI 48109, USA;1. Rotterdam School of Management, Erasmus University, 3000 DR Rotterdam, The Netherlands;2. Rotterdam School of Management, Erasmus University, 3000 DR Rotterdam, The Netherlands;3. Judge Business School, Cambridge University, Cambridge CB2 1AG, United Kingdom;1. University of Cincinnati, 5120-F Edwards I, Cincinnati, OH 45221, USA;2. Grenoble Ecole de Management, 12, rue Pierre Sémard, 38000 Grenoble, France;3. Research, Innovation, and Product Development, Center for Creative Leadership, One Leadership Place, P.O. Box 26300, Greensboro, NC 27438-6300, USA;1. Princeton University, Department of Politics, 130 Corwin Hall, Princeton, NJ 08544-1012, United States;2. Brigham Young University, Department of Political Science, 745 SWKT, Provo, UT 84602, United States;1. University at Buffalo, The State University of New York, 260 Jacobs Management Center, Buffalo, NY 14260, USA;2. Brazilian School of Public and Business Administration, FGV, Rio de Janeiro, Brazil;3. Georgia Institute of Technology, 800 W. Peachtree St. NW, Atlanta, GA 30308, USA |
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| Abstract: | This paper empirically tests leadership identity construction theory (DeRue & Ashford, 2010), conceptually framing claiming and granting leadership as a negotiated process that influences leadership perceptions and decision-making in interdependent contexts. In Study 1a, an avatar video-based experimental vignette (replicated in Study 1b with a non-video scenario), we found that when a team member accepted an actor's leadership claim, observers' leadership ratings of the actor increased, whereas when the team member rejected the claim, observers' leadership ratings of the fellow team member increased. However, when an actor granted leadership, the fellow team member's response did not influence leadership ratings. Study 2 extended the conceptual model by identifying how claiming and granting influence leadership perceptions – through perceived competence – and when claiming and granting exert greatest influence, finding that women observers vary more in their responses to claiming and granting. The negotiated relational leader identity process ultimately influenced observer decision-making. |
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