Discovery - University of Dundee - Online Publications

Library & Learning Centre

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

Research output: Contribution to journalArticle

View graph of relations

Info

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

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.

Documents

Library & Learning Centre

Contact | Accessibility | Policy