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The Interactive Effect of a Leader’s Sense of Uniqueness and Sense of Belongingness on Followers’ Perceptions of Leader Authenticity

Author

Listed:
  • Michelle Xue Zheng

    (China Europe International Business School (CEIBS))

  • Yingjie Yuan

    (University of Groningen)

  • Marius Dijke

    (Erasmus University
    Nottingham Trent University)

  • David Cremer

    (University of Cambridge
    National University of Singapore)

  • Alain Van Hiel

    (Ghent University)

Abstract

Researchers have emphasized the value of authenticity, but not much is known about what makes a person authentic in the eyes of others. Our research takes an interpersonal perspective to examine the determinants of followers’ perceptions of leader authenticity. Building on social identity theory, we propose that two fundamental self-identifications–a leader’s sense of uniqueness and sense of belongingness–interact to influence followers’ perceptions of a leader’s authenticity via perceptions of a leader’s self-concept consistency. In a field study conducted among leader–follower dyads and in a controlled laboratory experiment, we find that when a leader feels a low sense of belongingness, there is a positive relationship between a leader’s sense of uniqueness and perceptions of leader authenticity. When a leader feels a low sense of uniqueness, there is a positive relationship between a leader’s sense of belongingness and perceptions of leader authenticity. This is because followers perceive this leader as having high self-concept consistency.

Suggested Citation

  • Michelle Xue Zheng & Yingjie Yuan & Marius Dijke & David Cremer & Alain Van Hiel, 2020. "The Interactive Effect of a Leader’s Sense of Uniqueness and Sense of Belongingness on Followers’ Perceptions of Leader Authenticity," Journal of Business Ethics, Springer, vol. 164(3), pages 515-533, July.
    • Handle: RePEc:kap:jbuset:v:164:y:2020:i:3:d:10.1007_s10551-018-4070-4
    DOI: 10.1007/s10551-018-4070-4
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    References listed on IDEAS

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    1. Sen Sendjaya & Andre Pekerti & Charmine Härtel & Giles Hirst & Ivan Butarbutar, 2016. "Are Authentic Leaders Always Moral? The Role of Machiavellianism in the Relationship Between Authentic Leadership and Morality," Journal of Business Ethics, Springer, vol. 133(1), pages 125-139, January.
    2. Fields, Dail L., 2007. "Determinants of Follower Perceptions of a Leader's Authenticity and Integrity," European Management Journal, Elsevier, vol. 25(3), pages 195-206, June.
    3. Evans, Martin G., 1985. "A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis," Organizational Behavior and Human Decision Processes, Elsevier, vol. 36(3), pages 305-323, December.
    4. Claudia Peus & Jenny Wesche & Bernhard Streicher & Susanne Braun & Dieter Frey, 2012. "Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms," Journal of Business Ethics, Springer, vol. 107(3), pages 331-348, May.
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    Cited by:

    1. Wang, Le & Luo, Xin (Robert) & Li, Han, 2022. "Envy or conformity? An empirical investigation of peer influence on the purchase of non-functional items in mobile free-to-play games," Journal of Business Research, Elsevier, vol. 147(C), pages 308-324.
    2. Michal Szostak, 2021. "Post-communist Burden Influence on the Perception of Crea-tive Identities: Consequences for Managers and Leaders," European Research Studies Journal, European Research Studies Journal, vol. 0(3 - Part ), pages 282-302.
    3. Yucheng Zhang & Yongxing Guo & Meng Zhang & Shan Xu & Xin Liu & Alexander Newman, 2022. "Correction to: Antecedents and outcomes of authentic leadership across culture: A meta-analytic review," Asia Pacific Journal of Management, Springer, vol. 39(4), pages 1437-1438, December.
    4. repec:ers:journl:v:xxiv:y:2021:i:3:p:282-302 is not listed on IDEAS
    5. Michal Szostak, 2020. "Does Creativity Influence the Perception of Creative Identities?," European Research Studies Journal, European Research Studies Journal, vol. 0(4), pages 312-333.

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