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Chapter 12 - Change Leadership

A Social Identity Perspective

from Part V - The Process of Change Leadership

Published online by Cambridge University Press:  28 September 2023

By
Steffen R. Giessner  and
Kate E. Horton
Edited by
Shaul Oreg ,
Alexandra Michel  and
Rune Todnem By
Shaul Oreg
Affiliation:
Hebrew University of Jerusalem
Alexandra Michel
Affiliation:
Universität Heidelberg
Rune Todnem By
Affiliation:
Universitet i Stavanger, Norway
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Summary

This chapter takes a social identity perspective on change leadership. Although leading change is considered to be an essential part of leadership in general, the empirical literature on this topic is relatively sparse. Yet, the social identity perspective provides valuable insights into this topic, in particular, shedding light on why individuals resist or support change and how leaders can play a role in facilitating positive change pathways. Drawing on this literature, we develop a multi-identity pathway model, which outlines how leaders can enable employee change adjustment by enhancing perceptions of identity continuity and identity gain during change processes. This model further explores the identity management behaviors that leaders can employ to inspire support for change, and the different (organizational, team, and occupational) identity foci that may facilitate positive change reactions. Finally, we discuss whether shared or distributed models of leadership are feasible leadership mechanisms in fostering strong post-change support among employees.

Keywords

organizational changeleadershipidentityidentity continuityidentity gainmultiple identitiesshared leadership
Type
Chapter
Information
The Psychology of Organizational Change
New Insights on the Antecedents and Consequences of Individuals' Responses to Change
 , pp. 263 - 288
Publisher: Cambridge University Press
Print publication year: 2023

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