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Team-Oriented leadership: The interactive effects of leader group prototypicality, accountability, and team identification

机译:以团队为导向的领导:领导小组原型,问责制和团队认同的互动影响

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摘要

We examined the interactive effects of leader group prototypicality, accountability, and team identification on team-oriented behavior of leaders, thus extending the social identity perspective on leadership to the study of leader behavior. An experimental study (N = 152) supported our hypothesis that leader accountability relates more strongly to team-oriented behavior for group nonprototypical leaders than for group prototypical leaders. A multisource field study with leaders (N = 64) and their followers (N = 209) indicated that this interactive effect is more pronounced for leaders who identify more strongly with their team. We discuss how these findings further develop the social identity analysis of leadership.
机译:我们研究了领导者团队原型,问责制和团队认同对领导者团队行为的互动影响,从而将领导者的社会认同视角扩展到领导者行为的研究中。实验研究(N = 152)支持我们的假设,即领导者问责制与小组原型领导者相比,与小组原型领导者相比,与团队导向行为的关系更为密切。对领导者(N = 64)和他们的追随者(N = 209)进行的多源野外研究表明,这种互动效应对于与团队更认同的领导者更为明显。我们讨论这些发现如何进一步发展领导力的社会认同分析。

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