Progovernment militias, identity leadership, and ethnic defection: Evidence from Israel's recruitment of the South Lebanese Army

Although physical activity participation has numerous physiological and psychological benefits, inactivity rates remain high, and a greater understanding of the factors that drive participation is needed. Growing evidence indicates that (a) the strength of individuals’ social identification as a member of a particular physical activity group (e.g., an exercise group or sports team) is positively associated with their group-relevant participation, and (b) physical activity leaders (e.g., exercise group leaders, coaches, and captains) can foster members’ identification, and thus their greater group-relevant participation. Extending previous cross-sectional research, we examined relationships over time between sports group members’ perceptions of their leaders’ engagement in identity leadership, their group identification, and attendance. Participants (N = 186) from amateur sports teams completed measures of identity leadership, group identification, and attendance on two occasions, 8 weeks apart. Lagged regressions indicated that perceptions of leaders’ engagement in identity leadership at Time 1 predicted members’ group identification at Time 2, controlling for their group identification at Time 1, and members’ group identification at Time 2 was associated with their attendance at Time 2, controlling for their attendance at Time 1. Mediation analysis demonstrated a significant indirect effect of perceptions of leaders’ engagement in identity leadership on group members’ attendance through greater group identification. Findings provide evidence of the participation-related benefits of forming, and maintaining, strong social identities in physical activity settings, and point to the role leaders can play in fostering members’ sustained identification and participation.

Sport and exercise participation exert a positive effect on numerous aspects of individuals' health. Although sport and exercise leaders have generally been observed to play a key role in shaping group members' behavior, our understanding of their impact on group members' attendance in sport and exercise sessions is limited. To address this, and building on promising findings in other domains, we examined the associations between perceptions of sport and exercise leaders' engagement in social identity leadership, group identification, and attendance. A sample of 583 participants from sports teams (n=307) and exercise groups (n=276) completed questionnaires measuring identity leadership, group identification, and attendance. Analyses demonstrated that perceptions of leader engagement in social identity leadership were positively associated with members' group identification, and that this in turn was positively associated with their attendance in either a sports group or an exercise group. Moreover, there was a significant indirect effect for perceptions of leader engagement in identity leadership on group members' attendance through their greater identification with these groups. Findings highlight the importance of considering the impact sport and exercise leaders have on group members' attendance and suggest that leaders who represent, advance, create, and embed a shared sense of identity (ie, a shared sense of "us") among attendees can promote participation in sport and exercise.

Identity leadership helps group members both to reduce their subjective uncertainty about what to think and how to behave and to obtain a positive social identity. In organizations, procedural justice too supports group members' positive social identity. According to the Uncertainty Identity theory, in uncertain contexts, the motivation to reduce subjective uncertainty takes precedence over the motivation to obtain a positive social identity in driving group identification. The paper tests the hypothesis that, among the most uncertain workers, identity leadership interacts negatively with procedural justice in their association with group identification. By means of three correlational studies carried out in real organizational contexts, the paper examines different types of experienced uncertainty: the uncertainty stemming from a merger (Study 1, N = 152); the broader uncertainty due to market instability and fast technological changes (Study 2, N = 382); the uncertainty related to the frequency of computer‐mediated communication (Study 3, N = 209). Results consistently show that, among the participants who feel the highest uncertainty in their working conditions and the participants who interact using computer‐mediated communication at the highest frequency, the association between group identification and procedural justice becomes weaker as identity leadership increases. Those results highlight the risk that in uncertain contexts, group members keep identifying with their group even in the face of procedural injustice if they perceive their leader as an identity leader. Thus the paper illuminates a condition where identity leadership may lead group members to tolerate and even support toxic environments.

The aim of this study was to explore two of the mechanisms by which transformational leaders have a positive influence on followers. It examined the mediating role of follower's leader and group identification on the associations among different transformational leader behaviours and follower job satisfaction and supervisor-rated job performance. One hundred and seventy-nine healthcare employees and 44 supervisors participated in the study. The results from multilevel structural equation modelling provided results that partially supported the predicted model. Identification with the leader significantly mediated the positive associations between supportive leadership, intellectual stimulation, personal recognition, in the prediction of job satisfaction and job performance. Leader identification also mediated the relationship between supportive leadership, intellectual stimulation, personal recognition, and group identification. However, group identification did not mediate the associations between vision leadership and inspirational communication, in the prediction of job satisfaction and job performance. The results highlight the role of individualized forms of leadership and leader identification in enhancing follower outcomes.

Putting the ‘we’ into workout: The association of identity leadership with exercise class attendance and effort, and the mediating role of group identification and comfort


 
 
 
 Growing body of research in leader and leadership identity exhibits the topic’s importance in today’s turbulent and uncertain global environment. Leader identity, which is related to the personal development of the leader, analysed at personal, relational and collective (group) levels. However, leader identity does not fully support leadership. Leaders operate and grow within the context of the people they lead – the group, the followers, who collectively possess social (group) identity. Researchers view this as a complex phenomenon involving shared values, perspectives and goals. There is no distinct line that separates leader identity from group identity, but there is an area where they clash. As a personevolves as a leader, leader identity is expected to incorporate more elements of group identity and develop towards it, although that is not inevitable. The current studyemphasises leader-follower interactions and identity fusion, linking them to identity leadership development and suggesting possible outcomes
 
 
 

Recent research has highlighted leaders as a source of inspiration for followers in sport, providing leaders embed, embody, and represent the group’s values (i.e., the leader demonstrates identity leadership and creates a shared identity). Consequently, two studies (one cross-sectional and one longitudinal) aimed to examine the relationship between identity leadership and follower inspiration via the mediating roles of group identification and trust in the leader. In Study 1, 233 participants completed measures of identity leadership, group identification, trust in their leader, and follower inspiration in a cross-sectional design. In Study 2, 121 participants completed the same measures at two time points (towards the start and end of the season). Cross sectional findings (Study 1) indicated that group identification and trust serially mediated the positive association between identity leadership principles and follower inspiration. Whereas, in Study 2, identity advancement and identity impresarioship at the start of the season predicted follower inspiration at the end of the season through trust in the leader but not through group identification. Taken together, the findings add weight to the importance of identity leadership by not only suggesting that followers of leaders who engage in identity leadership are more inspired but, also, by highlighting important mechanisms (group identification and particularly trust) that may explain these processes.

The present study sought to provide support for the roles of both the social identity approach (group identification and identity leadership) and relational identification in adherence to group exercise classes. One hundred and twenty U.K. based group exercise class attendees completed an online survey in a cross-sectional design. Group identification, perceptions of identity leadership behaviour, and relational identification were not significantly associated with length of class attendance. However, both identity leadership behaviour of the class instructor and ingroup affect (measured as an element of multi-dimensional group identification), were significantly associated with expected likelihood of continued class participation. For every 1 unit increase in the identity leadership and in-group affect measures respectively, participants were 1.9 and 2.0 times more likely to be ‘at or near 100%’ likely to continue vs not. Social identity variables were not associated with how long exercisers had been attending class, but identity leadership and ingroup affect are positive influencers of expected future adherence. Further research into the social identity approach and identity leadership behaviour regards exercise class attendance tenure vs volume is warranted and is likely to benefit from the use of multi-dimensional group identification measures.

Coach identity leadership behaviours are positively associated with athlete resource appraisals: The mediating roles of relational and group identification

BackgroundWith a rapidly ageing society, healthy ageing has become a key challenge. Engagement in physical activity, and particularly walking, is a key strategy that contributes to healthy ageing amongst older adults. The purpose of the present study was to evaluate the efficacy of a group walking program for older adults that incorporates the 5R Shared Leadership Program (5RS). By implementing a structure of shared leadership and strengthening peer leaders’ identity leadership, 5RS aims to cultivate a shared social identity amongst participants, which has in other contexts been associated with greater performance and well-being.MethodsA cluster randomised controlled trial was conducted to test the efficacy of the 5RS group walking program on group identification, group cohesion, walking activity, and well-being, compared to a regular group walking program for older adults. Nineteen older adult walking groups (i.e., the clusters; N = 503; Mage = 69.23 years, SD = 6.68) all participated in a 12-week structured group walking program. Nine walking groups (n = 304) were randomly assigned to the intervention in which participants received the 5RS program in addition to regular group walking.Results5RS was successful in strengthening the identity leadership qualities of the appointed peer leaders. Multilevel regressions showed that 5RS succeeded in increasing group cohesion and walking activity to a greater extent than a regular group walking program, while participants’ group identification and well-being increased to a similar extent in both conditions. Furthermore, structural equation modelling revealed that group identification mediated the impact of peer leaders’ identity leadership on group cohesion and well-being (but not walking activity).ConclusionBy harnessing the capacity of the group and its peer leaders, the 5RS program offers a promising intervention to engage older adults in physical activity.Trial registrationThe study was retrospectively registered as clinical trial on 9 September 2021 (NCT05038423).

Physical activity and exercise are essential to individuals’ psychological and physical health. However, inactivity remains a worldwide problem. In response, researchers have begun applying identity leadership to physical activity and exercise domains to consider how the development of shared group identities can encourage greater activity levels. The present research advances our theoretical and applied understanding of this approach by examining how perceptions of an exercise instructor engaging in identity leadership are associated with individuals’ perceptions of mobilisation of effort, mental well-being, and overall physical health. In Study 1, regression analyses indicated that after controlling for group identification, identity leadership accounted for a significant amount of variance in mobilisation of effort, mental well-being, and physical health. Further, all mediation models indicated significant indirect effects between identity entrepreneurship on perceptions of mental well-being and physical health through group identification and mobilisation of effort. In Study 2, we manipulated the four principles of identity leadership within an exercise setting using an experimental vignette methodology. We found that observing an exercise leader in a photo slideshow vignette engaging (vs. not) in identity leadership, produced greater perceptions of group identification, mobilisation of effort, positive affect, intention to return to class, and lower negative affect both in participants who met (MVPA-M) and did not meet (MVPA-NM), current moderate–to–vigorous physical activity guidelines. Together, our two studies extend the current literature by recognising the potential of group exercise instructors’ engagement in identity leadership to positively influence perceptions of mental well-being and physical health of individuals.

Deepening leadership identity development.

BackgroundWith a rapidly ageing society, healthy ageing has become a key challenge for older adults. Engagement in physical activity, and particularly walking, is a key strategy that contributes to healthy ageing. The present study aimed to evaluate the efficacy of a group walking program for older adults that incorporates the 5R Shared Leadership Program (5RS), compared to a regular group walking program. By implementing a structure of shared leadership and strengthening peer leaders' identity leadership, 5RS has in other contexts been associated with greater performance and well-being.MethodsOur cluster randomised controlled trial included 19 older adult walking groups (i.e., the clusters; N = 503; Mage = 69.23 years, SD = 6.68), which all participated in a 12-week structured group walking program. Nine of these walking groups (n = 304) were randomly assigned to the intervention condition and received additionally the 5RS program.ResultsResults revealed that 5RS was successful in strengthening the identity leadership qualities of the appointed peer leaders. Moreover, multilevel regressions showed that 5RS succeeded in increasing group cohesion and walking activity to a greater extent than a regular group walking program, while participants' group identification and well-being increased to a similar extent in both conditions. Furthermore, structural equation modelling revealed that group identification mediated the impact of peer leaders' identity leadership on group cohesion and well-being (but not walking activity).ConclusionWe can conclude that by harnessing the capacity of the group and its peer leaders, 5RS constitutes a promising intervention to engage older adults in physical activity.

The Integrated Capacious Model of Leadership Identities Construction (ICM) is a framework for understanding leader identity that integrates four extant leader identity theories with the systems and influences in the Capacious Model of leader identity. The ICM's systems (Individual System, Microsystem, Mesosystem, Exosystem, Macrosystem, and Chronosystem) contextualize leader identity in time and space; its influences (Purpose/Calling, Self‐Identity, Social Identity, and Relationships) pinpoint select factors that affect the construction of leader identities; and its integrated theories (Narrative Identity, Identity Theory, Social Identity Theory, and Social Constructionism) address the leader identity construction process. The ICM speaks to calls for interdisciplinary, multi‐level frameworks that are situated within the stream of scholarly literature on leader identity, as the model presents leader identity as a construct located across space, time, and people, rather than the purview of a heroic leader or single instance of identity claiming. Connecting established identity theories, systems, and influences results in a descriptive, practical model of leader identity. Examples are provided of the practical utility of using the ICM as a diagnostic tool for constructing a leader identity, designing leader development programs, and identifying gaps in leader identity scholarship.

Identity leadership (IL) describes that the effectiveness of a leader will depend upon his capacity to represent a given group, to make the group go forward, to create a group identity, and to make the group matter. An identity leader may increase commitment among his followers by increasing the perception of shared identity and giving more weight in the decision process to his followers. We aim to explore the mechanisms through which a leader who creates a shared group identity can increase organizational commitment. In the first study, we plan to conduct a cross-cultural correlational study where we aim to test if the relationship between IL and organizational commitment is mediated by team identification and mediated-moderated by participation in decision making (PDM) and collective efficacy. In the second study, we aim to explore the direction of the causality between IL and PDM. To test this hypothesis, we will conduct an experimental study in which (1) we will manipulate IL to test its influence on the perception of PDM and (2) we will manipulate PDM to test its influence on the perception of IL. Thus, we will be able to identify the role of IL and the perception of PDM on organizational commitment.