LQ Call for Papers: Special issue on Social Identity and Leadership

Michael A. Hogg, S. Alexander Haslam, David E. Rast III, Niklas K. Steffens, Amber M. Gaffney

Deadline extended to: January 31, 2020!

At the very end of the 1990s a number of social psychologists started to draw on and extend social identity theorizing to understand leadership as a social influence process grounded in a sense of shared group membership – one in which people’s potential to lead rests on the extent to which they are perceived by followers to embody the group’s identity. Such individuals are trusted by the group and thus able to define the group’s identity, and to motivate followers to place the group’s collective interest above their own personal self-interest and to hence act in group ways that attempt to take the group forward.

One of the first theoretical statements (Hogg, 2001) was quickly followed by early extensions, refinements, and empirical reviews (e.g., Ellemers, de Gilder, & Haslam, 2004; Hogg & Van Knippenberg, 2003; Van Knippenberg & Hogg, 2003a; Van Knippenberg, Van Knippenberg, De Cremer, & Hogg, 2004; Reicher, Haslam & Hopkins, 2005). There was also an edited book (Van Knippenberg & Hogg, 2003b), and in 2005 a special issue of The Leadership Quarterly (Van Knippenberg, Van Knippenberg, De Cremer, & Hogg, 2005).

This perspective on the role played by social identity in leadership has subsequently attracted enormous attention in social psychology and in the organizational and management sciences. Much of this has been captured in a book by Haslam, Reicher and Platow (The New Psychology of Leadership, 2011) as well as conceptual reviews and large-scale empirical projects by Epitropaki, Kark, Mainemelis, and Lord (2017), Hogg, Van Knippenberg, and Rast (2012a, 2012b), Steffens et al. (2014), and Van Dick et al. (2018). As these various contributions all flag, the time is ripe to follow up on the earlier 2005 Leadership Quarterly special issue – to capture the broad range of advances there have been in this area and the diversity of research interest in the role played by social identity in leadership.

Topics that will be considered – as a focus for either empirical or theoretical contributions, systematic reviews, or critiques – include, but are not limited to:

  1. Social identity leadership dynamics in small interactive groups/teams
  2. Social identity leadership dynamics in large-scale social categories based on, for example, ethnicity, gender, nationality, political ideology
  3. Identity-related leadership communication and rhetoric
  4. Identity-related processes that help leaders seize and retain power
  5. How leaders can lead across fractured groups that embody identity conflicts
  6. How followers enable, promote and support leaders who share social identity with them or best embody the group’s ideal attributes
  7. Factors that transform shared identity-based leadership into power-based authoritarianism
  8. The measurement and training of identity-based leadership
  9. Toxic forms and consequences of identity-based leadership
  10. Blind spots in previous work on social identity and leadership

Authors should carefully consult the recent editorial statement by the journal editors to see what kinds of manuscripts the journal actively solicits (Antonakis et al., 2019).

1. Submission Process

Authors can submit their manuscripts starting from October 18, 2019 but no later than the submission deadline of December 1, 2019, online via The Leadership Quarterly’s EVISE submission system at https://www.evise.com/profile/#/LEAQUA/login.

To ensure that all manuscripts are correctly identified for consideration for this Special Issue, it is important that authors select “SI: Identity” when they reach the “Article Type” step in the submission process. Manuscripts should be prepared in accordance with The Leadership Quarterly’s Guide for Authors available on the journal web page. All submitted manuscripts will be subject to The Leadership Quarterly’s double blind review process.

2. Research Data

Research data forms the backbone of research articles and provides the foundation on which knowledge is built. Researchers are increasingly encouraged, or even mandated, to make research data available, accessible, discoverable and usable. Although not mandatory, the journal encourages authors to submit their data at the same time as their manuscript. Further information can be found at: https://www.elsevier.com/authors/author-services/research-data

Link to call on LQ website

References

Antonakis, J., Banks, G. C., Bastardoz, N., Cole, M. S., Day, D. V., Eagly, A. H., et al. (2019). The Leadership Quarterly: State of the Journal. The Leadership Quarterly, 30(1), 1-.

Ellemers, N., de Gilder, D., & Haslam, S. A. (2004). Motivating individuals and groups at work: A social identity perspective on leadership and group performance. Academy of Management Review, 29, 459-478.

Epitropaki, O., Kark, R., Mainemelis, C., & Lord, R. G. (2017). Leadership and followership identity processes: A multilevel review. The Leadership Quarterly28, 104-129.

Haslam, S. A., Reicher, S. D., & Platow, M. J. (2011). The new psychology of leadership: Identity, influence and power. New York: Psychology Press.

Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5, 184-200.

Hogg, M. A., & Van Knippenberg, D. (2003). Social identity and leadership processes in groups. Advances in Experimental Social Psychology, 35, 1-52.

Hogg, M. A., Van Knippenberg, D., & Rast, D. E. III. (2012a). The social identity theory of leadership: Theoretical origins, research findings, and conceptual developments. European Review of Social Psychology, 23, 258-304.

Hogg, M. A., Van Knippenberg, D., & Rast, D. E. III. (2012b). Intergroup leadership in organizations: Leading across group and intergroup boundaries. Academy of Management Review, 37, 232-255.

Reicher, S. D., Haslam, S. A., & Hopkins, N. (2005). Social identity and the dynamics of leadership: Leaders and followers as collaborative agents in the transformation of social reality. The Leadership Quarterly, 16, 547-568.

Steffens, N. K., Haslam, S. A., Reicher, S. D., Platow, M. J., Fransen, K., Yang, J., Ryan, M. K., Jetten, J., Peters, K., & Boen, F. (2014). Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model. The Leadership Quarterly25, 1001-1024.

Van Dick, R., Lemoine, J. E., Steffens, N. K., Kerschreiter, R., Akfirat, S. A., 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., Vörös, V., Sut, I., Wong, B. I., Xin-an, Z., & Haslam, S. A. (2018). Identity Leadership going global: Validation of the Identity Leadership Inventory (ILI) across 20 countries. Journal of Occupational and Organizational Psychology91, 697-728. doi:10.1111/joop.12223

Van Knippenberg, D., & Hogg, M. A. (2003a). A social identity model of leadership effectiveness in organizations. Research in Organizational Behavior, 25, 243-295.

Van Knippenberg, D., & Hogg, M. A. (Eds.) (2003b). Leadership and power: Identity processes in groups and organizations. London: SAGE.

Van Knippenberg, B., Van Knippenberg, D., De Cremer, D., & Hogg, M. A. (Eds.) (2005). Leadership, self, and identity. (Special issue of The Leadership Quarterly, Vol. 16, No. 4.) New York: Elsevier.

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