Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises? : A case study of leadership branding. / Hodges, J.; Martin, G.
In: International Journal of Human Resource Management, Vol. 23, No. 18, 2012, p. 3794-3812.Research output: Contribution to journal › Article
}
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 -