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Identity Leadership, Employee Burnout and the Mediating Role of Team Identification: Evidence from the Global Identity Leadership Development Project

Rolf van DickInstitute of Psychology, Goethe University, 60323 Frankfurt, GermanyBerrit L. CordesInstitute of Psychology, Goethe University, 60323 Frankfurt, GermanyJérémy E. LemoineESCP Business School, London NW3 7BG, UKNiklas K. SteffensSchool of Psychology, University of Queensland, St Lucia 4072, AustraliaS. Alexander HaslamSchool of Psychology, University of Queensland, St Lucia 4072, AustraliaSerap AkfıratPsychology Department, Dokuz Eylul University, Izmir 35390, TurkeyChristine Joy A. BalladaDepartment of Counseling and Educational Psychology, De La Salle University, Manila 1004, PhilippinesTahir Y. BazarovDepartment of Social Psychology, Faculty of Psychology, Lomonosov Moscow State University, 125009 Moscow, RussiaJohn Jamir Benzon R. ArutaDepartment of Counseling and Educational Psychology, De La Salle University, Manila 1004, PhilippinesLorenzo AvanziDepartment of Psychology and Cognitive Science, University of Trento, 38068 Rovereto, ItalyAli Ahmad BodlaFaculty of Business and Management, Information Technology University, Lahore 54700, PakistanAldijana BunjakInstitute for Leadership and HRM, University of St. Gallen, 9000 St. Gallen, SwitzerlandMatej ČerneSchool of Economics and Business, University of Ljubljana, 1000 Ljubljana, SloveniaKitty DumontDepartment of Psychology, University of South Africa, Pretoria 0003, South AfricaCharlotte M. EdelmannDepartment of Movement Sciences, KU Leuven, 3000 Leuven, BelgiumOlga EpitropakiDurham University Business School, Durham University, Durham DH1 3LB, UKKatrien FransenDepartment of Movement Sciences, KU Leuven, 3000 Leuven, BelgiumCristina García‐AelUniversidad Nacional de Educación a Distancia, 28040 Madrid, SpainSteffen R. GiessnerRotterdam School of Management, Erasmus University, 3062PA Rotterdam, The NetherlandsIlka H. GleibsDepartment of Psychological and Behavioural Science, London School of Economics, London WC2 2AE, UKDorota Godlewska‐WernerInstitute of Psychology, University of Gdańsk, 80-309 Gdańsk, PolandRoberto GonzálezSchool of Psychology, Pontificia Universidad Católica de Chile, Santiago 7820436, ChileRonit KarkBusiness School, University of Exeter, Exeter EX4 4QG, UKAna LaguíaUniversidad Nacional de Educación a Distancia, 28040 Madrid, SpainHodar LamDepartment of Psychology, University of Amsterdam, 1001 NK Amsterdam, The NetherlandsJukka LipponenFaculty of Social Sciences, University of Helsinki, 00014 Helsinki, FinlandAnna Lupina‐WegenerSchool of Engineering and Management Vaud, HES-SO, 1401 Yverdon-les-Bains, SwitzerlandYannis MarkovitsIndependent Authority of Public Revenue, 57001 Thessaloniki, GreeceMazlan MaskorSchool of Psychology, University of Queensland, St Lucia 4072, AustraliaFernando MoleroUniversidad Nacional de Educación a Distancia, 28040 Madrid, SpainLucas MonzaniIvey Business School, Western University, London, ON N6G 0N1, CanadaJuan A. MorianoUniversidad Nacional de Educación a Distancia, 28040 Madrid, SpainPedro NevesNova School of Business & Economics, Carcavelos, 2775-405 Lisbon, PortugalGábor OroszDiwakar PandeyFaculty of Management, Bhairahawa Multiple Campus, Tribhuvan University, Rupandehi 32900, NepalSylwiusz RetowskiFaculty of Psychology, SWPS University of Social Sciences and Humanities, 81-745 Sopot, PolandChristine Roland‐LévyDepartment of Psychology, University of Reims Champagne-Ardenne, 51097 Reims, FranceAdil SamekinSchool of Liberal Arts, M. Narikbayev KAZGUU University, Nur-Sultan 010000, KazakhstanSebastian C. SchuhDepartment of Organizational Behavior and Human Resource Management, China Europe International Business School (CEIBS), Shanghai 201206, ChinaTomoki SekiguchiGraduate School of Management, Kyoto University, Kyoto 606-8501, JapanLynda Jiwen SongLeeds University Business School, University of Leeds, Leeds LS2 9JT, UKJoana StorySao Paulo School of Business Administration, Fundação Getulio Vargas, Sao Paulo 01313-902, BrazilJeroen StoutenFaculty of Psychology and Educational Sciences, KU Leuven, 3000 Leuven, BelgiumLilia SultanovaDepartment of Psychology, Lomonosov Moscow State University, Branch of Tashkent, Tashkent 100060, UzbekistanSrinivasan TatachariHuman Resources, Organizational Behaviour and Communications Area, T A Pai Management Institute, Karnataka 5761004, IndiaDaniel ValdenegroSchool of Politics and International Studies, University of Leeds, Leeds LS2 9JT, UKLisanne van BunderenDepartment of Psychology, University of Amsterdam, 1001 NK Amsterdam, The NetherlandsDina Van DijkDepartment of Health Policy and Management, Ben-Gurion University of the Negev, Be’er Sheva 8410501, IsraelSut I WongDepartment of Communication and Culture, BI Norwegian Business School, 0484 Oslo, NorwayFarida YoussefXinan ZhangAntai College of Economics and Management, Jiao Tong University, Shanghai 200030, ChinaRudolf KerschreiterDepartment of Education and Psychology, Freie Universität Berlin, 14195 Berlin, Germany

International Journal of Environmental Research and Public Healthjournal2021en

ABI

Annotatsiya

Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 (n = 5290; 20 countries) and 2020/2021 (n = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017, b = −0.132; 2020/2021, b = −0.133) across the five-year span in both datasets. Using a subset of n = 111 German participants surveyed over two waves, we found the indirect effect confirmed over time with identity leadership (at T1) predicting team identification and, in turn, burnout, three months later. Finally, we explored whether there could be a “too-much-of-a-good-thing” effect for identity leadership. Speaking against this, we found a u-shaped quadratic effect whereby ratings of identity leadership at the upper end of the distribution were related to even stronger team identification and a stronger indirect effect on reduced burnout.

Mavzular

Job Satisfaction and Organizational Behavior International Student and Expatriate Challenges Employment and Welfare Studies

Identifikatorlar

DOI: 10.3390/ijerph182212081

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