Individuals’ perceptions of leader and follower roles as orthogonal or complimentary have important implications for the self-views as potential leaders and their chances to step up to leadership positions. In the current paper, we introduce the notion of leader-follower identity conflict and enhancement and examine possible antecedents and outcomes. Based on the results of two time-lagged studies (N = 160, and N= 214 nested in 60 teams, respectively), we focus on the role of authoritarian and benevolent leadership as potentially shaping employees’ views of leader and follower roles as conflicting or enhancing and further explore how perceived leader-follower identity conflict and enhancement affect individuals’ leader identity strength and promotability ratings. Our results show authoritarian leadership to increase perceived leader-follower identity conflict whereas benevolent leadership is found to increase leader-follower identity enhancement. We further find leader-follower identity conflict to be negatively related to leader identity strength and manager-rated promotability whereas enhancement had non-significant effects. We also examine two motivational strivings, i.e., status and accomplishment motivation, as potential moderators of the serial relationship between authoritarian and benevolent leadership, identity conflict and enhancement, leader identity strength and promotability. Our results show that the serial indirect effect of authoritarian leadership to promotability via leader-follower identity conflict and leader identity was stronger when status motivation was higher than lower. Our paper casts light on the antecedents and outcomes of leader-follower identity conflict and enhancement and highlights their importance for leadership development processes.
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