TY  - JOUR
T1  - Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises?
T2  - A case study of leadership branding
A1  - Hodges,J.
A1  - Martin,G.
AU  - Hodges,J.
AU  - Martin,G.
PY  - 2012
Y1  - 2012
N2  - 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.
AB  - 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.
UR  - http://eprints.gla.ac.uk/43711/
U2  - 10.1080/09585192.2011.654235
DO  - 10.1080/09585192.2011.654235
M1  - Article
JO  - International Journal of Human Resource Management
JF  - International Journal of Human Resource Management
SN  - 0958-5192
IS  - 18
VL  - 23
SP  - 3794
EP  - 3812
ER  -