Publication details for Prof Olga Epitropakivan Dick, R., Lemoine, J.E., Steffens, N.K., Kerschreiter, R., Akfirat, S., Avanzi, L., Dumont, K., Epitropaki, O., Fransen, K., Giessner, S., Gonzales, R., Kark, R., Lipponen, J., Markovits, Y., Monzani, L., Orosz, G., Pandey, D., Roland-Lévy, C., Schuh, S., Sekiguchi, T., Jiwen Song, L., Stouten, J., Tatachari, S., Valdenegro, D., van Bunderen, L., Vörös, V., Wong, S., Zhang, X. & Haslam, A.S. (2018). Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries. Journal of Occupational and Organizational Psychology 91(4): 697-728.
- Publication type: Journal Article
- ISSN/ISBN: 0963-1798, 2044-8325
- DOI: 10.1111/joop.12223
- Keywords: leadership; social identity; identity leadership inventory; cross-cultural validation
- Further publication details on publisher web site
- Durham Research Online (DRO) - may include full text
Author(s) from Durham
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.