Intergroup Leadership in Organizations: Leading Across Group and Organizational Boundaries
- 1 April 2012
- journal article
- Published by Academy of Management in Academy of Management Review
- Vol. 37 (2), 232-255
- https://doi.org/10.5465/amr.2010.0221
Abstract
Intergroup leadership-leadership of collaborative performance of different organizational groups or organizations-is associated with unique intergroup challenges that are not addressed by traditional leadership theories. To address this lacuna, we describe a theory of intergroup leadership. Firmly grounded in research on social identity and intergroup relations, the theory proposes that effective intergroup performance rests on the leader's ability to construct an intergroup relational identity. We describe key leadership actions to establish such an identityKeywords
This publication has 74 references indexed in Scilit:
- The impact of previous leaders on the evaluation of new leaders: An alternative to prototype matching.Journal of Applied Psychology, 2007
- Attitudes in social context: A social identity perspectiveEuropean Review of Social Psychology, 2007
- When organizational justice and the self-concept meet: Consequences for the organization and its membersOrganizational Behavior and Human Decision Processes, 2006
- The Ingroup as Pars Pro Toto: Projection From the Ingroup Onto the Inclusive Category as a Precursor to Social DiscriminationPersonality and Social Psychology Bulletin, 2003
- Conflict across organizational boundaries: Managed care organizations versus health care providers.Journal of Applied Psychology, 2001
- Assimilation and Diversity: An Integrative Model of Subgroup RelationsPersonality and Social Psychology Review, 2000
- Understanding the Dynamics of Leadership: The Role of Follower Self-Concepts in the Leader/Follower RelationshipOrganizational Behavior and Human Decision Processes, 1999
- The Social Self: On Being the Same and Different at the Same TimePersonality and Social Psychology Bulletin, 1991
- Studying Intergroup Relations Embedded in OrganizationsAdministrative Science Quarterly, 1982
- Organization design: The case for a coalitional model of organizationsOrganizational Dynamics, 1977