Articlegreen2021

Knowing me, knowing us: Personal and collective self-awareness enhances authentic leadership and leader endorsement

Niklas K. Steffens · Nathan Wolyniec · Tyler Gene Okimoto · Frank Mols · S. Alexander Haslam · Adam Austen Kay

75 citations0/0 files storedThe Leadership Quarterly

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Job Satisfaction and Organizational Behavior Leadership and Management in Organizations Social and Intergroup Psychology

Abstract

In the present research, we examine how two aspects of leader self-awareness — namely, leader awareness of their (a) personal identity and (b) collective (group) identity — influence perceptions of authentic leadership and leader endorsement. Study 1 provides experimental evidence that (a) leader personal self-awareness has a somewhat stronger impact on perceptions of their authentic leadership than leader collective self-awareness, but that (b) leader collective self-awareness has a stronger impact on leader endorsement. These findings are replicated in a second field study with political leaders, and in a third experimental study with workplace supervisors. Results suggest that for leaders to be seen as authentic and garner support, they need to be seen as aware not only of who they are as individuals, but also of who they are as members of the collective they seek to lead. Implications for theories of the nature of self, authenticity, and leadership are discussed.

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2007Research Methods in Education 2000An Integrative Theory of Intergroup Conflict 1979The Social psychology of intergroup relations 1987Rediscovering the Social Group: A Self‐Categorization Theory 1989Social Identity Theory and the Organization 1989Rediscovering the Social Group: A Self-Categorization Theory.1989Social Identity Theory and the Organization 2008Identification in Organizations: An Examination of Four Fundamental Questions

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