My boss' group is my group: experimental evidence for the leader‐follower identity transfer

Abstract

Purpose The purpose of this paper is to extend work on the leader‐follower identity transfer by providing the first empirical evidence for the causal relationship between leader and follower organizational identification. Design/methodology/approach The proposed causal relationship between leader and follower organizational identification (OI) was tested in a scenario study and in a laboratory experiment. Additionally, in the laboratory experiment the impact of leader OI on follower performance was examined. Findings The results suggest that highly identified leaders positively influence their followers' attitudes and performance by affecting their self‐concept, i.e. increasing their OI. Practical implications Improving leader OI provides a promising way for organizations to increase their employees' OI and performance. Originality/value The paper provides the first empirical evidence for the proposed causal relationship between leader and follower OI, with implications for individual and organizational effectiveness.

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