Identity Entrepreneurship Research Articles

‘Don't forget Tibet’: Understanding the discursive construction of Tibetan national identity through the identity entrepreneurship of the Dalai Lama

AbstractGiven the exponential increase in the number of refugees and displaced people worldwide, it has become critical to examine the experiences of refugees; particularly their identity, since it is an important marker of their adjustment to the new context. Besides other factors impacting their identity and adjustment, the role of the leader is important as it can impact the construction of refugee identities. This paper explores the construction and negotiation of Tibetan refugee identities through the identity entrepreneurship of the Dalai Lama, the spiritual and erstwhile political leader of the Tibetans. It is postulated that leaders are entrepreneurs of identity who shape identity construction and negotiation. With an emphasis on the social, political, and historical context, three kinds of sources are analysed using a discourse‐historical approach to understand how leaders function as entrepreneurs of identity across the various contexts and negotiate identity construction across the shifting contexts. First, 12 speeches by the Dalai Lama on 10 critical events in Tibetan history since 1959; second, six speeches by the Dalai Lama for Tibetan Uprising Day (1961–2009); and third, two international interviews (CNN, 2009; BBC, 2012). The analysis demonstrates that the identity entrepreneurship of the Dalai Lama has strong elements of protection towards the ingroup, that is, the Tibetan refugees, through the crafting of a collective sense of identity for Tibetans. The study sheds new light on the nature of refugee leadership, acknowledging the impact of the shifting nature of identity, from a native citizen to refugee; and the leader's identity entrepreneurship in these evolving and often malleable contexts.

The Effect of Virtuality on Work Engagement through Social Presence: Moderated Mediation Effect of Team Members’ Perception of Identity Entrepreneurship

The Effect of Virtuality on Work Engagement through Social Presence: Moderated Mediation Effect of Team Members’ Perception of Identity Entrepreneurship

Impresarios of identity: How the leaders of Czechoslovakia's 'Candlelight Demonstration' enabled effective collective action in a context of repression.

This paper presents an analysis of identity leadership (Haslam et al., The new psychology of leadership: Identity, influence and power, Routledge, 2020) in the 1988 'Candlelight Demonstration' in Bratislava which was a precursor to the 1989 Velvet Revolution. The analysis is based on interviews with the five remaining leaders of the demonstration and addresses three core issues. First, how leaders use performative means (identity impresarioship) as well as limited rhetorical means (identity entrepreneurship) to assemble protestors and create a sense of shared identity amongst them. Second, how these strategies of mobilization are linked to the highly repressive context in which the demonstration took place. Third, we analyse the extent to which these strategies are rooted in a psychological understanding of the processes of mobilization. We conclude by addressing the implications for our general understanding of leadership and the mobilization of collective action and the need for more research into these processes under conditions of repression.

The roles of social norms and leadership in health communication in the context of COVID-19

The global struggle with the COVID-19 pandemic has lasted for almost three years. Although national and local leaders have often called on the public to comply with preventive measures through health communication, large sections of society sometimes violated precautions and did not adequately follow these calls. We propose that social norms and leaders' identity entrepreneurship characteristics could be essential in effective health communication. In line with this notion, we investigated the effects of social norm types and leadership on complying with preventive measures, the intention to be vaccinated, and prosocial behavioral tendency through a high-powered experiment that focused on three factors: leadership quality (presence/lack of entrepreneurship), descriptive norm (supportive/obstructive), and injunctive norm (supportive/obstructive). Results showed that when support for injunctive and descriptive norms was present, people tended to more readily adhere to preventive measures, get vaccinated, and engage in prosocial behavior. There was also a significant effect of the interaction between descriptive and injunctive norms on compliance with preventive measures. The compliance level was highest when both norm types were supportive and lowest when both were obstructive. The effect decreased in the discrepant norms condition, where one type of norm was supportive and the other obstructive. There is also a significant interaction between leadership and the descriptive norm, indicating that a combination of an entrepreneur leader and a supportive descriptive norm increases compliance with the preventive measure. We discussed the role of leadership and social norms in effective health communication.

Performing identity entrepreneurship during the colonisation of New Zealand: A rhetorical construction of ‘loyal subjects of the Empire’

A thematic analysis of New Zealand’s historical Speeches from the Throne (10 speeches, from 1860-1899) investigated rhetorical strategies used by Governors during colonisation, to mobilise both settler and indigenous people’s participation in the British Empire. Identity leadership (Reicher & Hopkins, 2001, https://doi.org/10.1111/0162-895X.00246), augmented by critical theories of emotion (Williams, 1977, Marxism and literature. Oxford University Press) under the cultural framework of hierarchical relationalism (Liu, 2015, https://doi.org/10.1111/jtsb.12058) was applied to show how unequal but reciprocal relationships were invoked by Governors, as representatives of the Crown and advocates for the general public in New Zealand. Governors attempted to mediate a positive shared identity within the British Empire; but at the same time to isolate those who excluded from subjecthood by their hostility to the Crown. Governors alternated between efforts to mobilise people against indigenous Māori who challenged them, and offers to include Māori who conformed to the conventions required of a hierarchical relationship between Crown and subject. We reflect on how these dynamics of rhetorical performance may still be relevant today, especially in contexts of hierarchy and in the domain of leader-follower relations more broadly.

An Integrative Social Identity Model of Populist Leadership

AbstractIn recent years, the questions of what populism is and how populist leaders mobilize their followers have been the subject of extensive debate. While the social psychology literature holds unique theoretical tools that can be used to explain leader‐follower dynamics, these have not yet been applied to understand populism and populist leadership. In this paper, we aim to discuss populism as a social‐psychological concept and provide a comprehensive approach to examine the interactions between populist leaders and followers by using the identity leadership model (see New Psychology of Leadership, Haslam et al., 2020). Accordingly, we propose an integrative model in which we suggest that populism should be treated as a social‐psychological concept based on (i) strong ingroup identification; (ii) interactive leadership processes that open spaces to followers for enacting their ingroup identity that end up with mobilization against vertical (e.g., elites) and horizontal (e.g., minorities, refugees, opponents) outgroups; (iii) leader's ingroup prototypicality and identity entrepreneurship that is boosted by using shared grievances, narratives of collective victimhood, and the destabilization of mainstream opponent leaders. Furthermore, by discussing real‐world examples and recent studies, we aim to show how the content of what it means to be ‘us’ and what is seen as moral to ‘us’ can be shaped by populist leaders for mobilization.

Understanding exercise class attendees’ in-class behaviors, experiences, and future class attendance: The role of class leaders’ identity entrepreneurship.

Understanding exercise class attendees’ in-class behaviors, experiences, and future class attendance: The role of class leaders’ identity entrepreneurship.

Supplemental Material for Understanding Exercise Class Attendees’ In-Class Behaviors, Experiences, and Future Class Attendance: The Role of Class Leaders’ Identity Entrepreneurship

Supplemental Material for Understanding Exercise Class Attendees’ In-Class Behaviors, Experiences, and Future Class Attendance: The Role of Class Leaders’ Identity Entrepreneurship

Identity Leadership and Work Engagement in Spain: A Cross-Cultural Adaptation of the Identity Leadership Inventory

This paper reports the adaptation and validation of the Identity Leadership Inventory (ILI) in a Spanish organizational context. In addition, this study empirically explores the positive relationship between identity leadership and followers’ work engagement as mediated by positive and negative job-related affect. A total of 854 employees from different organizations (53.6% female, 46.4% male; M = 40.7 years, SD = 11.5, 19-74) completed an online questionnaire. Descriptive analyses, as well as confirmatory factor analyses, were conducted. According to our results, the Spanish version of the ILI had adequate psychometric properties. The four dimensions obtained in other countries (i.e., identity prototypicality, identity advancement, identity entrepreneurship, and identity impresarioship) were replicated in our sample. Moreover, we found that only identity entrepreneurship significantly related to followers’ positive and negative affect at work, which in turn, related to reported work engagement. We conclude that the Spanish version of the ILI adequately measures identity leadership in organizations. Future studies can build on this instrument to assess and foster identity leadership among supervisors.

Identity leadership and social identification within sport teams over a season: A social network analysis

ObjectivesThis study explored the relationships between identity leadership and social identification in sport teams over the course of a season using social network analysis. MethodsParticipants from 23 competitive sport teams (N = 388, Mage = 20.7 years) indicated the extent to which each of their teammates displayed various forms of identity leadership (i.e., identity prototypicality, identity advancement, identity entrepreneurship, identity impresarioship) and the extent to which these same teammates were seen to identify with the team (assessed by ingroup ties, cognitive centrality, ingroup affect) early and later in a season. Quadratic assignment procedure correlations and multiple quadratic assignment procedure regressions examined the relationships between the different types of networks for each team across time. ResultsAthletes who perceived team members to show greater identity leadership perceived those same teammates to identify more strongly with the team both early (rsaverage > .46) and later (rsaverage > 0.48) in the season. Averaged across teams, identity entrepreneurship early in the season was most strongly associated with both perceived ingroup ties (βaverage = .24) and ingroup affect (βaverage = 0.13) later in the season, while identity impresarioship was most strongly associated with cognitive centrality (βaverage = .16). In the reversed direction, perceptions of ingroup ties early in the season were most strongly associated with all identity leadership dimensions later in the season (.28 < βaverage < 0.38). ConclusionsCollectively, these findings provide evidence of a mutually reinforcing bidirectional link such that teammates who are seen as actively contributing to promote a sense of ‘us’ among team members are also more likely to be seen as identifying strongly with the team.

Identity Leadership, Social Identity Continuity, and Well-Being at Work During COVID-19.

The COVID-19 pandemic has led to widespread remote working that has posed significant challenges for people’s sense of connection to their workplace and their mental health and well-being. In the present work, we examined how leaders’ identity leadership is associated with the well-being of employees in the context of the COVID-19 pandemic. Specifically, we examined how both leaders’ and team members’ identity leadership is associated with employees’ social identity continuity, and through this with their job satisfaction, burnout and loneliness at work. Employees (N = 363) participated in a field study during the COVID-19 pandemic, completing measures of their leader’s and team members’ identity leadership (i.e., entrepreneurship and impresarioship), social identity continuity, job satisfaction, burnout, loneliness at work. Results revealed that to the extent that employees perceived greater social identity continuity, they were more satisfied with their work and felt less lonely. Furthermore, mediation analyses revealed indirect effects of team members’ identity entrepreneurship on job satisfaction and loneliness via an increase in social identity continuity. Results suggest that to foster employees’ health and well-being in times of disruption, organizations might put in place practices that allow employees to maintain a sense of ‘we-ness’ at work by involving not only formal leaders but also other members of the organization.

Identity entrepreneurship in political commemorations: A longitudinal quantitative content analysis of commemorative speeches by leaders of parties in power and opposition before and during the Greek economic crisis

This study analyses quantitatively the content of thirty-nine political speeches made by political leaders of three political parties – New Democracy, Panhellenic Socialist Movement (PASOK) and Coalition of the Radical Left (SYRIZA) – of different status represented in the Greek parliament. The leaders of these parties release annual commemorative speeches of the restoration of Greek democracy on 24th July 1974. The focus of this study is on longitudinally analysing the content of commemorative speeches, looking at how political leaders communicate the historical event, by quantifying through a content analysis various forms of ingroups and outgroups in their annual commemorations. Such constructions were ventured during a period of 13 years, from 2004 to 2016, before and during the break out of financial crisis in 2010. Longitudinal quantitative content analysis identified differences in the use of we-referencing and they-referencing language, varying per status of parties and context of release of commemorative speeches. I view commemorative speeches as a non-neutral history-related business that requires mobilisation of audiences in different ways and different contexts. Implications of commemorating the historical past across time as institutional identity practice are discussed.

Leaders' creation of shared identity impacts group members' effort and performance: Evidence from an exercise task.

There is growing evidence that leaders’ effectiveness derives in part from their creation of a sense of identity that is shared by members of a group they are attempting to lead (i.e., their identity entrepreneurship). Little is known, however, about the impact of identity entrepreneurship in sport and exercise settings, particularly in relation to its effect on group members’ effort and performance. Using a pre-post between subjects experimental design, we examined the effect of leaders’ identity entrepreneurship on group members’ effort and performance during 5km cycling time trials. Following a baseline session (in which time trials were completed individually), participants (N = 72) were randomly allocated to either a high or low identity entrepreneurship condition, and further randomly divided into groups of five (including a leader who was a confederate). In the subsequent test sessions (which participants attended with their fellow group members), leaders displayed either high or low identity entrepreneurship behaviors. Results indicated that, compared to participants in the low identity entrepreneurship condition, those in the high identity entrepreneurship condition maintained greater effort (maximum heart rate), and demonstrated improved (rather than poorer) performance (average power output in the first 60 seconds of time trials). Examination of pacing showed that the largest increases in participants’ average power output occurred in the early stages of their second time trials for those in the high identity entrepreneurship condition only. Results provide causal evidence that leaders who create a shared sense of identity among team members are able to inspire greater participant effort and performance.

The unfolding impact of leader identity entrepreneurship on burnout, work engagement, and turnover intentions.

The present research expands upon previous theory and empirical work concerning the leadership-health link by examining the lagged effects of leader identity entrepreneurship (i.e., leaders' creation of a sense of "we" and "us" among team members) on team members' burnout, work engagement and turnover intentions. We report results from a 2-wave field study with employees from a large solar panel producing organization in China conducted over a 10-month period. Findings indicate that perceived leader identity entrepreneurship predicted greater subsequent work engagement among team members, as well as lower subsequent burnout and turnover intentions. Moreover, effects on reduced turnover intentions were mediated by reduced burnout and increased work engagement. These findings are the first to examine how leader identity entrepreneurship impacts subsequent employee health and turnover intentions and suggest that leaders help to promote health and well-being in the workplace by creating and developing a sense of shared identity among those they lead. (PsycINFO Database Record

Lessons from the past for the future: The definition and mobilisation of Hindu nationhood by the Hindu nationalist movement of India

Guided by a self-categorisation and social-identity framework of identity entrepreneurship (Reicher &amp; Hopkins, 2001), and social representations theory of history (Liu &amp; Hilton, 2005), this paper examines how the Hindu nationalist movement of India defines Hindu nationhood by embedding it in an essentialising historical narrative. The heart of the paper consists of a thematic analysis (Braun &amp; Clarke, 2006) of the ideological manifestos of the Hindu nationalist movement in India, “Hindutva: Who is a Hindu?” (1928) and “We, or Our Nationhood Defined” (1939), written by two of its founding leaders – Vinayak Damodar Savarkar and Madhav Sadashiv Golwalkar, respectively. The texts constitute authoritative attempts to define Hindu nationhood that continue to guide the Hindu nationalist movement today. The derived themes and sub-themes indicate that the definition of Hindu nationhood largely was embedded in a narrative about its historical origins and trajectory, but also its future. More specifically, a ‘golden age’ was invoked to define the origins of Hindu nationhood, whereas a dark age in its historical trajectory was invoked to identify peoples considered to be enemies of Hindu nationhood, and thereby to legitimise their exclusion. Through its selective account of past events and its efforts to utilise this as a cohesive mobilising factor, the emergence and rise of the Hindu nationalist movement elucidate lessons that further our understanding of the rise of right-wing movements around the world today.

Becoming a (green) identity entrepreneur: Learning to negotiate situated identities to nurture community environmental practice

This paper explores the relationship between ‘green’ identity and community environmental practice. It focuses on the ways in which professional community development facilitators and lead members of community groups attempt to actively shape how environmental projects are locally received. Drawing principally on identity, social sustainability and social practice theory scholarship, it reviews the often very personal and place-specific ways in which appeals to green identity are variously understood and applied, or are actively avoided, by community group leaders. Individuals who have become skilful in negotiating and influencing the presentation of environmental projects to the local community are understood here as (green) identity entrepreneurs. Arguably, it is the situated entrepreneurial skilfulness of lead individuals in negotiating the multiple and evolving (green) identities circulating through any one project, which plays a significant part in determining its subsequent impact and longevity. In understanding the contribution of (green) identity entrepreneurship, however, its relational association with everyday practices, routines and meanings of community and place is brought to the fore. The paper also considers how divergent external interpretations of what constitutes legitimate environmental practice at a local level further shape project identity. The discussion is informed by evidence drawn from a qualitative study of 17 community groups and 7 professional environmental support officers participating in a Welsh Government led programme aimed at facilitating ‘community action on climate change’.

When and why do some social cleavages become politically salient rather than others?

ABSTRACTBuilding on Posner (Posner, Daniel N. 2005. Institutions and Ethnic Politics in Africa. New York: Cambridge University Press), this article describes a framework for organizing the information about a community’s social cleavage structure so as to identify the incentives that individuals face to adopt particular social identities. The framework is parsimonious but powerful: it generates predictions about the social cleavages that will emerge as salient in politics, the lobbying we can expect to see regarding the social categories with which community members should identify, and the attempts that will be made to assimilate or engage in “identity entrepreneurship” to fashion entirely new social identities. The framework also clarifies why partition is unlikely to be a remedy for intractable ethnic conflicts.

There is no leadership if no-one follows: Why leadership is necessarily a group process

In this paper, we put forward the thesis that leadership is fundamentally a group process: leaders must be ‘one of us’. We build our argument around recent social identity theory and self-categorisation theory analyses of leadership. In doing so, we highlight the essential nature of sharedpsychologicalgroup memberships as the key mediating processes through which leadership develops. Through a review of existing research, we then demonstrate: (1) how leadership is exerted through in-group-based social influence; (2) how the more that group members capture the attributes of ‘us-in-context’ – the more they are in-groupprototypical– the greater will be their leadership potential; and (3) how common attributes associated with leadership (i.e. trust, charisma, fairness) can all be understood as outcomes of shared psychological group membership. Leadership, however, is not simply about ‘being’, it is about ‘doing’ as well. In this manner, we discuss the importance of acting to advance the group (in the form of social identity advancement) and crafting a sense of the group (in the form of social identity entrepreneurship). We conclude by reviewing a recently-developedIdentity Leadership Inventorythat allows practitioners to take these ideas from concepts to practice.

Beyond Conflict and Spoilt Identities: How Rwandan Leaders Justify a Single Recategorization Model for Post-Conflict Reconciliation

Since 1994, the Rwandan government has attempted to remove the division of the population into the ‘ethnic’ identities Hutu, Tutsi and Twa and instead make the shared Rwandan identity salient. This paper explores how leaders justify the single recategorization model, based on nine in-depth semi-structured interviews with Rwandan national leaders (politicians and bureaucrats tasked with leading unity implementation) conducted in Rwanda over three months in 2011/2012. Thematic analysis revealed this was done through a meta-narrative focusing on the shared Rwandan identity. Three frames were found in use to “sell” this narrative where ethnic identities are presented as a) an alien construction; b) which was used to the disadvantage of the people; and c) non-essential social constructs. The material demonstrates the identity entrepreneurship behind the single recategorization approach: the definition of the category boundaries, the category content, and the strategies for controlling and overcoming alternative narratives. Rwandan identity is presented as essential and legitimate, and as offering a potential way for people to escape spoilt subordinate identities. The interviewed leaders insist Rwandans are all one, and that the single recategorization is the right path for Rwanda, but this approach has been criticised for increasing rather than decreasing intergroup conflict due to social identity threat. The Rwandan case offers a rare opportunity to explore leaders’ own narratives and framing of these ‘ethnic’ identities to justify the single recategorization approach.

Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model

Although nearly two decades of research have provided support for the social identity approach to leadership, most previous work has focused on leaders' identity prototypicality while neglecting the assessment of other equally important dimensions of social identity management. However, recent theoretical developments have argued that in order to mobilize and direct followers' energies, leaders need not only to ‘be one of us’ (identity prototypicality), but also to ‘do it for us’ (identity advancement), to ‘craft a sense of us’ (identity entrepreneurship), and to ‘embed a sense of us’ (identity impresarioship). In the present research we develop and validate an Identity Leadership Inventory (ILI) that assesses these dimensions in different contexts and with diverse samples from the US, China, and Belgium. Study 1 demonstrates that the scale has content validity such that the items meaningfully differentiate between the four dimensions. Studies 2, 3, and 4 provide evidence for the scale's construct validity (distinguishing between dimensions), discriminant validity (distinguishing identity leadership from authentic leadership, leaders' charisma, and perceived leader quality), and criterion validity (relating the ILI to key leadership outcomes). We conclude that by assessing multiple facets of leaders' social identity management the ILI has significant utility for both theory and practice.