The DOI matches its Crossref record; 45 of the 45 references it cites were found in a registry or an index.
The Link between Leadership and Followership: How Affirming Social Identity Translates Vision into Action
Abstract
Two experiments test the hypothesis that support for leaders is enhanced when their decisions affirm a distinct social identity that is shared with followers. In Experiment 1, participants showed less support for a leader who favored ingroup members who were relatively sympathetic to an outgroup position than for one who favored ingroup members who opposed an outgroup position. This finding was replicated in Experiment 2, which also showed that this pattern extended to support for the leader’s novel plans. Although participants indicated that they supported a leader who behaved evenhandedly toward all ingroup members as much as one whose behavior was identity-affirming, they were unwilling to back up the evenhanded leader with written comments and arguments. These data suggest that leaders’ capacity to engender active followership is contingent on their ability to promote collective interests associated with a shared ingroup identity.
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“Leaders who are seen as prototypical of the group ('one of us') and as acting for the interest of the group as a whole ('working for us'), rather than for themselves or for another group, tend to gain greater influence 203,204 .”
From Using social and behavioural science to support COVID-19 pandemic response (2020) · cites this paper as [203]
Citations
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Cited by
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Using social and behavioural science to support COVID-19 pandemic response
Bavel, J. J. V., Baicker, K., Boggio, P. S., Capraro, V., Cichocka, A., Cikara, M., Crockett, M. J., Crum, A. J., Douglas, K. M., Druckman, J. N., et al. (2020) · Nature Human Behaviour · doi:10.1038/s41562-020-0884-z · Cited by 4,964
Self-citationIdentification in Organizations: An Examination of Four Fundamental Questions
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Haslam, S. A., Reicher, S. D., & Platow, M. J. (2014) · American Psychological Association eBooks · doi:10.1037/14342-003 · Cited by 1,498
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Self-citationRyan, M. K., & Haslam, S. A. (2007) · Academy of Management Review · doi:10.5465/amr.2007.24351856 · Cited by 938
Self-citation
Metadata
- Authors
- Haslam, S. A., & Platow, M. J.
- Affiliations
- University of Exeter (GB)
- La Trobe University (AU)
- Venue
- Personality and Social Psychology Bulletin
- Publisher
- SAGE Publications
- Published
- 2001-11
- Volume
- 27
- Issue
- 11
- Pages
- 1469-1479
- ISSN
- 0146-1672 (ISSN-L)
- 1552-7433
- OpenAlex
- W2155083800
- Cited by
- 328
- References
- 44
- Citations by year
- 2026: 11 · 2025: 12 · 2024: 25 · 2023: 15 · 2022: 20 · 2021: 14 · 2020: 15 · 2019: 12 · 2018: 13 · 2017: 12 · 2016: 13 · 2015: 11 · 2014: 15 · 2013: 17 · 2012: 14
- FWCI
- 19.29
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Personality and Social Psychology Bulletin (publishedVersion)
- Topics
- Social Sciences › Sociology and Political Science › Social and Intergroup Psychology
- Social Sciences › Sociology and Political Science › Social Power and Status Dynamics
- Social Sciences › Psychology › Social Psychology › Psychology of Social Influence
- Keywords
- leadership, followership, social identity, in-group favoritism, outgroup favoritism, leader support, collective identity, group decision making
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