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Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises?

Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises?: A case study of leadership branding

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Original languageEnglish
Pages3794-3812
Number of pages19
JournalInternational Journal of Human Resource Management
Journal publication date2012
Volume23
Issue18
DOIs
StatePublished
Peer-reviewedYes

Abstract

Drawing on the precepts of identity theory, leadership branding has been proposed as a new approach to transforming the impact of leaders in organizations by developing a shared understanding of leadership. Recently, researchers have attempted to develop identity theory to explain how leadership is co-constructed in organizations through the process of making and granting legitimacy claims by leaders and followers over time. However, there has been no empirical evidence to-date to support this application of identity theory to leadership in an actual setting. In this paper, we provide such evidence by drawing on data from a longitudinal case study of leadership branding in a UK based multinational enterprise (MNE). Our findings support the claims that successful identity construction help explain this process and that a leadership-structure schema which emphasizes shared values can assist in resolving integration-responsiveness problems in MNEs.

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