Original Article
Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries
Rolf van Dick,
Jérémy E. Lemoine,
Niklas K. Steffens,
Rudolf Kerschreiter,
Serap Arslan Akfirat,
Lorenzo Avanzi,
Kitty Dumont,
Olga Epitropaki,
Katrien Fransen,
Steffen Giessner,
Roberto González,
Ronit Kark,
Jukka Lipponen,
Yannis Markovits,
Lucas Monzani,
Gábor Orosz,
Diwakar Pandey,
Christine Roland-Lévy,
Sebastian Schuh,
Tomoki Sekiguchi,
Lynda Jiwen Song,
Jeroen Stouten,
Srinivasan Tatachari,
Daniel Valdenegro,
Lisanne van Bunderen,
Viktor Vörös,
Sut I. Wong,
Xin-an Zhang,
S. Alexander Haslam,
Corresponding Author
Rolf van Dick
Goethe University Frankfurt, Germany
AFI, Oslo, Norway
Correspondence should be addressed to Rolf van Dick, Department of Social Psychology, Goethe University Frankfurt, Theodor-W.-Adorno-Platz 6, 60323 Frankfurt, Germany (email: [email protected]).Search for more papers by this authorJérémy E. Lemoine
University of Reims Champagne-Ardenne, France
ESCP Europe Business School, London, UK
Search for more papers by this authorNiklas K. Steffens
University of Queensland, St Lucia, Queensland, Australia
Search for more papers by this authorKitty Dumont
University of South Africa, Johannesburg, South Africa
Search for more papers by this authorSteffen Giessner
Erasmus University, Rotterdam, The Netherlands
Search for more papers by this authorRoberto González
Pontifical Catholic University of Chile, Santiago, Chile
Search for more papers by this authorChristine Roland-Lévy
University of Reims Champagne-Ardenne, France
Search for more papers by this authorSebastian Schuh
China Europe International Business School (CEIBS), Shanghai, China
Search for more papers by this authorSrinivasan Tatachari
T A Pai Management Institute, Manipal, Karnataka, India
Search for more papers by this authorDaniel Valdenegro
Pontifical Catholic University of Chile, Santiago, Chile
Search for more papers by this authorLisanne van Bunderen
Erasmus University, Rotterdam, The Netherlands
Search for more papers by this authorS. Alexander Haslam
University of Queensland, St Lucia, Queensland, Australia
Search for more papers by this author
Rolf van Dick,
Jérémy E. Lemoine,
Niklas K. Steffens,
Rudolf Kerschreiter,
Serap Arslan Akfirat,
Lorenzo Avanzi,
Kitty Dumont,
Olga Epitropaki,
Katrien Fransen,
Steffen Giessner,
Roberto González,
Ronit Kark,
Jukka Lipponen,
Yannis Markovits,
Lucas Monzani,
Gábor Orosz,
Diwakar Pandey,
Christine Roland-Lévy,
Sebastian Schuh,
Tomoki Sekiguchi,
Lynda Jiwen Song,
Jeroen Stouten,
Srinivasan Tatachari,
Daniel Valdenegro,
Lisanne van Bunderen,
Viktor Vörös,
Sut I. Wong,
Xin-an Zhang,
S. Alexander Haslam,
Corresponding Author
Rolf van Dick
Goethe University Frankfurt, Germany
AFI, Oslo, Norway
Correspondence should be addressed to Rolf van Dick, Department of Social Psychology, Goethe University Frankfurt, Theodor-W.-Adorno-Platz 6, 60323 Frankfurt, Germany (email: [email protected]).Search for more papers by this authorJérémy E. Lemoine
University of Reims Champagne-Ardenne, France
ESCP Europe Business School, London, UK
Search for more papers by this authorNiklas K. Steffens
University of Queensland, St Lucia, Queensland, Australia
Search for more papers by this authorKitty Dumont
University of South Africa, Johannesburg, South Africa
Search for more papers by this authorSteffen Giessner
Erasmus University, Rotterdam, The Netherlands
Search for more papers by this authorRoberto González
Pontifical Catholic University of Chile, Santiago, Chile
Search for more papers by this authorChristine Roland-Lévy
University of Reims Champagne-Ardenne, France
Search for more papers by this authorSebastian Schuh
China Europe International Business School (CEIBS), Shanghai, China
Search for more papers by this authorSrinivasan Tatachari
T A Pai Management Institute, Manipal, Karnataka, India
Search for more papers by this authorDaniel Valdenegro
Pontifical Catholic University of Chile, Santiago, Chile
Search for more papers by this authorLisanne van Bunderen
Erasmus University, Rotterdam, The Netherlands
Search for more papers by this authorS. Alexander Haslam
University of Queensland, St Lucia, Queensland, Australia
Search for more papers by this authorAbstract
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.
Practitioner points
- The Identity Leadership Inventory (ILI) has a consistent factor structure and high predictive value across 20 countries and can thus be used to assess a leader's ability to manage (team and organizational) identities in a range of national and cultural contexts.
- Identity leadership as perceived by employees is uniquely related to important indicators of leadership effectiveness including employees’ relationship to their team (identification and perceived team support), well-being (job satisfaction and reduced burnout), and performance (citizenship and innovative behaviour at work).
- The ILI can be used in practical settings to assess and develop leadership, for instance, in 360-degree feedback systems.
- The short form of the ILI is also a valid assessment of identity leadership, and this is likely to be useful in a range of applied contexts (e.g., those where there is a premium on cost and time or when comparing multiple leaders or multiple time points).
Supporting Information
| Filename | Description |
|---|---|
| joop12223-sup-0001-AppendixS1.docxWord document, 43.9 KB | Appendix S1. Translated ILI versions of the original ILI items into Chinese, Dutch, Finnish, French, German, Greek, Hebrew, Hungarian, Italian, Japanese, Norwegian, Spanish, and Turkish. Table S1. Results of multigroup analyses testing for invariance between countries. Table S2. Results of multigroup analyses testing for invariance between countries – ILI-Short Form. Table S3. Discriminant validity (Fit indices of models comprising the ILI, ALQ, LMX-7, and GTL scales). |
Please note: The publisher is not responsible for the content or functionality of any supporting information supplied by the authors. Any queries (other than missing content) should be directed to the corresponding author for the article.
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Citing Literature
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