The Oxford Handbook of Leadership, Followership, and Identity.

Format:

Book

Author/Creator:

Epitropaki, Olga.

Series:

Oxford Library of Psychology Series

Language:

English

Physical Description:

1 online resource (601 pages)

Edition:

1st ed.

Place of Publication:

New York : Oxford University Press, Incorporated, 2026.

Summary:

In The Oxford Handbook of Leadership, Followership, and Identity, Olga Epitropaki and Ronit Kark bring together prominent scholars to explore how our self-perceptions as leaders and followers can shape personal, team, and organizational outcomes, as well as how these identities evolve over time. Chapter authors cover emerging themes that capture the complexity of leader-follower identity processes and open new pathways for theoretical and empirical research. By synthesizing cutting-edge research and offering forward-looking perspectives, the Handbook serves as a resource for leadership and organizational scholars and a springboard for innovative perspectives in leadership development.

Contents:

Cover

Half Title

Series

Title Page

Copyright Page

Table of Contents

Acknowledgments

Contributors

Part I Intrapersonal Identity Processes and Identity Development

Chapter 1 Quo Vadis Leadership and Followership Identity Research?

Introduction

Look How Far We Have Come!

Intrapersonal Level

Interpersonal Level

Collective Level

Why Leader and Follower Identities Matter

What Drives Leader and Follower Identities?

Chronic Or State Identities?

Leader and Follower Identities in the "Parliament of Selves"

"Rosy Glasses" and Counterfactuals

Lingering Questions

Measurement

Identity Content

Identity Construction and Deconstruction

Overview of This Handbook

Part I: Intrapersonal Identity Processes and Identity Development

Part II: Relational and Multiple Identities

Part III: Leadership and Collective Identity

The Best Is Yet to Come?

Chapter 2 Measuring Leader Identity: Complexity, Risks, and Recommendations

Network Components of Identities

Connectionist Networks and Identity

Neural Networks and Identity

Social Networks and Identities

Nature of Identity Networks

Dynamic Aspects of Connectionist Identity Networks

What Do We Mean By Leader Identity?

A Multidimensional, Social, Contextual, and Temporally Distinct Construct

Dynamics and Contextuality

What Do-and Potentially Might-Leader Identity Measures Assess?

Internally Focused Self-Report Measures of Present Leader Identity

Alternatives to Internally Focused Self-Report Measures of Leader Identity

Incorporating Time

Incorporating Social Factors

Integrative Perspectives

Challenges Posed By Dynamics, Time, and Meaning

Dynamics and Nonlocality

Challenges for the Development and Analysis of Leader Identity Measures

Item Content and Rater Information Processing.

Considering the Personal Semantics of Item Wordings

Item Wording and Grammar

Construct Validity

Item Response Theory (IRT)

Invariance Testing Via Confirmatory Factor Analysis (CFA)

Context Effects On Category Activation

Theoretical and Practical Implications

Time and Leader Identity-Development Processes

Conclusions

Author Note

Chapter 3 Schemas, Identity, and Leadership Development

Leader Identity Intrapersonal Process

Leader Identity: Self-Schema as a Leader

Leadership-Structure Schema: Understanding of Leadership

Person Schema of a Leader: Implicit Leadership Theory

Schema Interaction: Alignment and Content

Schema On Leadership Development

Leader Identity Developmental Process

Leader Identity Development Via Experiences

Elicit Current Schemas

Make Alternative Schemas Available

Foster and Guide Reflection

Integrate Opportunities for Practice and Experimentation

Make Feedback Available

Conclusions and Future Research

Chapter 4 Developmental Perspectives of Leader Identity Across the Life Span

What Is Developed in Leader Development?

The Self-View System in Leader Identity Development

How a Leader Identity Can Impact Leader Behavior

Pull Factors: Self-Determination Motivates Leader Behavior.

Push Factors: Roles and Feedback

Leader Skills and Subsequent Identity

Identity Work

Benefits of a Leader Identity Life-Span Approach

Stage I: Nascent Stage

Skill Acquisition in the Nascent Stage

Leader Identity Development in the Nascent Stage

Stage II: Foundational Stage

Skill Acquisition in the Foundational Stage

Leader Identity Development in the Foundational Stage

Stage III: Personal Growth Stage

Skill Acquisition in the Personal Growth Stage

Leader Identity Development in the Personal Growth Stage.

Stage IV: Deliberate Practice

Skill Acquisition in the Deliberate Practice Stage

Leader Identity Development in the Deliberate Practice Stage

Stage V: Leader Actualization Stage

Skill Acquisition in the Leader Actualization Stage

Leader Identity Development in the Leader Actualization Stage

Final Thoughts

Implications for Research and Theory Development

Implications for Practice

Chapter 5 Leadership Identity at a Crossroads: New Ways of Theorizing, Measuring, and Modeling Dynamic States

Defining Leadership Identity Dynamics

Overview and Contributions

Overview of the Literature

Current Theoretical Approaches

Future-Oriented Theories

Uncertainty-Based Theories

Theories of Momentary Activation

Current Empirical Approaches

Conclusions From Literature Review

Leader-Follower Identity Liminality

Conceptualization of Leader-Follower Identity Liminality

Leader-Follower Identity Liminality Scale

Capturing and Modeling Dynamic Leader-Follower Identity States

Methodologies for Capturing Leader Identity Dynamics

Macro-Longitudinal Designs

Micro-Longitudinal Designs

Continuous Rating Assessment

Modeling Dynamic States

Dynamical Systems Approach

Step-by-Step Dynamical Systems Approach

Conclusion and Outlook

Future Research of Leader-Follower Identity Liminality

Quantum Perspectives of Leadership Identity Dynamics

Chapter 6 Leader Identity Construction and Deconstruction: Triggers, Processes, and Consequences

Identity Construction and Deconstruction Processes

Identity Opportunity

Identity Threat

Impostorism Experience

Identity Play and Identity Work

Identity Play

Event Triggers of Identity Construction and Deconstruction

Career Transitions

Leadership Activities (At Work and Outside of Work).

Relational Interactions

Formal Leadership Training

Organizational Change

Consequences of Identity Construction and Deconstruction

Identity Construction Outcomes

Leader Self-Efficacy

Motivation to Lead

Authentic Leadership

Leadership Effectiveness

Future Leader Identity Salience

Identity Deconstruction Outcomes

Leader Identity Loss

Destructive Leadership

Leadership Withdrawal

Practical Implications

Methodological Challenges

Methodological Diversity

Empirical and Conceptual Integration

Future Research Directions

Chapter 7 Power in Disguise: A Critique of Leadership Discourse as an Identity Resource

Theoretical Framework

Conceptualizing Leadership

Leadership Is Different From, and Preferable To, Management as an Identity Resource

Leaders Are Romanticized, Heroic Figures Who Achieve "Transformational" Change

Leaders Are Caring and Compassionate People Who Inspire Their Followers

Getting a Handle On Leadership Discourse

How Texts Enact Leadership Themes

Discussion and Conclusion

Chapter 8 The Self-Regulatory Focus in Leadership Processes: The Dynamics of Time

Leadership and Self-Regulatory Focus

Leadership and Followership Self-Regulatory Focus in the Dynamics of Leadership

Followers' Regulatory Focus

Leaders' Self-Regulatory Focus

Dyads and Team Regulatory Focus

The Role of Time in Leadership Dynamics

Long-Term Life Cycle

Long-Term Life Cycle: Implications for Leadership

Short-Term Activity-Related Time

Short-Term Activity-Related Time: Implications for Leadership

Daily Time Cycle

Daily Time Cycle: Implications for Leadership

Regulatory-Focus Inherent Time Frame

Regulatory-Focus Inherent Time Frame: Implications for Leadership

Summary and Conclusions.

Chapter 9 Critical Perspectives On Leadership and Identity

Identity

Role Identity

Social Identity

Narrative Identities

The "Average Leader": A Middle Manager

The Subordinate Manager

Janus Face of (Most) Managers

Hybridity

Practice, Talk, Fantasies, and Group Boundaries About Leadership

On Practice

Talk

Groups and Social Categories

Leadership Identity: Not So Easy

Doing Leadership May Be Tricky

Conflict Between Leadership Ideals

Subordinates: Willing Or Reluctant Followers?

Identity Clashes and Modes of Handling These

Conclusion

Part II Relational and Multiple Identities

Chapter 10 The Co-Enactment of the Leader-Follower Identity: A Metaphor-Based Exploration

What Is Leader-Follower Identity?

Typologies of Leader-Follower Identity Co-Enactment

Conceptual Background

Defining the Co-Enactment of Leader-Follower Identities

Leader-Follower Identities as Fixed

Leader-Follower Identities as Fluid

Leader-Follower Identities as Resonant

Leader-Follower Identities as Dissonant

Theorizing Different Types of Co-Enactment, Through Metaphors

The Switcher

The Negotiator

The Juggler

The Struggler

Discussion and Conclusions

Chapter 11 The Critical Role of Followers' Identity Work and Granting Behaviors in Non-Prototypical Leader Success

The Current State of Literature and Practice: Persistence of the Leader Prototype Bias

Organizations and Non-Prototypical Leaders Need Followers' Help

Organizational (Top-Down) Leader Granting to Non-Prototypical Leaders

Non-Prototypical Leader Identity Claiming

The Third Side of the Triangle: Leader Granting By Followers (Bottom-Up)

Leader-Granting Behaviors By Followers.

Benefits and Consequences: The Gravity of Leader Granting By Followers.

Notes:

Description based on publisher supplied metadata and other sources.

ISBN:

0-19-782238-X

0-19-782237-1

9780197822371

OCLC:

1565481694