Leadership and Social Justice: A Follower-Centered Perspective

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Leadership and Social Justice: A Follower-Centered Perspective Robert G. Lord University of Akron Sept. 2005

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Leadership and Social Justice: A Follower-Centered Perspective. Robert G. Lord University of Akron. Sept. 2005. Traditional Leadership Paradigm. Typically focuses on leaders and their effects Contrasts transformational vs. transactional leadership (e.g., Judge & Piccalo, 2004). - PowerPoint PPT Presentation

Transcript of Leadership and Social Justice: A Follower-Centered Perspective

Page 1: Leadership and Social Justice:   A Follower-Centered Perspective

Leadership and Social Justice: A Follower-Centered Perspective

Robert G. Lord

University of Akron

Sept. 2005

Page 2: Leadership and Social Justice:   A Follower-Centered Perspective

Traditional Leadership Paradigm

Typically focuses on leaders and their effects Contrasts transformational vs. transactional

leadership (e.g., Judge & Piccalo, 2004)

Page 3: Leadership and Social Justice:   A Follower-Centered Perspective

Traditional Leadership Paradigm

Typically focuses on leaders and their effects Contrasts transformational vs. transactional

leadership (e.g., Judge & Piccalo, 2004)

Leader TraitsAnd

Behaviors

ObservableOutcomes

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Paradigm Shift in Leadership

Followers and leaders jointly create outcomes But leaders can still affect motivational

constructs in followers Motives Social identities Affect

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Paradigm Shift in Leadership

Followers and leaders jointly create outcomes But leaders can still affect motivational

constructs in followers Motives Social identities Affect

Leader Traits andBehaviors

NeglectedSubordinateProcesses

ObservableOutcomes

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LeaderSelf-Sacrifice

FollowerCollective

Identity

•Outward Focus•Different Interpretation of Social world

Leadership and Sacrifice

George McGregor Burns (1978) -- sacrifice and suffering found among great leaders; important component of transformational leadership

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Transformation of Social Motives by Leaders

Leader behavior can crate pro-self or pro-social motivation in followers (De Cremer, 2002, JASP)

Laboratory study in which participants (leaders) allocated resources in self-benefiting or self-sacrificing manner

Compared to self-benefiting leader, self-sacrificing leader: Was seen as more legitimate Elicited more cooperation among group members

(effect mediated by legitimacy) Was seen as more charismatic

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Leaders and Self-Sacrifice: Empirical Research

Yorges, Weiss & Strickland (1999, JAP) Laboratory study showed self-sacrificing vs.

self-benefiting leader conditions affected: Perceived morality of the leader Perceived charisma Leader influence (effect was mediated by

morality and charisma)

Practical Importance?

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News story day I prepared this talk (21 Nov. )

Title: GM to return two leased jets amid criticism

CEO Rick Wagoner was in the capital to testify on the company's dire financial situation but his testimony was overshadowed by irate lawmakers who blasted him for flying on a private jet to ask for public funds and failing to make personal sacrifices in exchange for federal assistance.

Chief executives from Ford Motor Co(F.N), and Chrysler LLC, who were also there to plead for $25 billion in federal aid, came under fire too for flying to Washington in private jets.

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De Cremer & van Knippenberg (2004)

Three studies: Scenario experiment, laboratory experiment, field experiment

All showed self-sacrifice effectiveness, but effects were greater for high vs. low self-confidence leaders

Moreover, these effects were mediated by collective identification

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De Cremer & Van Knippenberg (2004)

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De Cremer & Van Knippenberg (2004)

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De Cremer & Van Knippenberg (2004)

Full mediation of experimental effects on cooperation by collective identity

Similar results when perceived charisma was the DV, but only partial mediation of interaction

Ldr. sacrifice/benefit Collective ID Cooperation

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Point: Leader behavior follower motivational and

affective constructs Follower self-identity is particularly important

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Four Crucial Questions

1. Why focus on followers? 2. Why is the self theoretically interesting? 3. Why is self-identity an important mediating

construct for leadership effects? 4. Why focus on self-sacrifice?

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Why is the self theoretically interesting?

Self defined as an overarching knowledge structure that organizes memory and behavior (Kihlstrom & Klein,1994) Trait-like schemas

organize self and social perceptions Script-like schemas

translate sit. cues into self-consistent goals & behavior

Dynamic, confederation of central and peripheral schema (Markus & Wurf, 1987) Working Self-Concept (WSC) currently active portion

that directs processing and behavior

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Why is self-identity an important mediating construct for leadership effects?

Leader Traits andBehaviors

Follower WSC

Follower Affect & Cognition

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Leader Self-Benefit

LeaderSelf-Sacrifice

Follower IndividualIdentity

FollowerCollective

Identity

Self-focus, isolation,Competition with others

Outward focus, inclusion,Cooperation with others

Why focus on self-sacrifice?

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Other Research Showing Leaders can Affect Subordinate Identity

De Cremer & van Knippenberg (2002) Leader sacrifice/benefit Collective ID Cooperation

Content of written communication from leader affect accessibility of follower self-concept (Paul, Costly, Howell & Dorfman, 2001) Charismatic collective self-concept Individual Consideration private self-concept

Verbal content and visual delivery can make either individual or collective self concept more accessible (Chang, 2005) Leadershipidentitywork motivation

Kark, Chen & Shamir (2003) (Survey 888 Ps, 76 branch banks) Transform. Leadpersonal (relational) id dependency Transform. Leadsocial (collective) id self & collective

efficacy, org. based self-esteem Identity mediated relationships of Transformational Lead. to

DVs

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Summary and Limitations

Good evidence that: Leaders can affect others by their pro-self or

pro-social behavior This process may operate through

subordinates’ self-concept Important, but -- doesn’t reveal full range of

follower identity as an interpretive structure Illustrate this point with 2 studies of identity

and social justice

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Follower-Centered Perspective

Identity is a critical moderator affecting the interpretation of social processes

Social Justice

WorkOutcomes

WSC

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Theory in a Nutshell

Lord, Brown & Selenta (2004) posit two mechanisms by which identity affects justice related outcomes: 1. Identity can influence the standard used to

evaluate justice main effects in predicting outcomes

2. Identity can cause differential weightings of justice dimensions

moderates justice dimension outcome linkages

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Three Identity Levels

Individual – self differentiated from others Relational – self defined through roles and

dyadic connections Collective -- self defined through group

membership

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Consequences of Active Identity

Identity

Level

Self-

Definition

Self- Worth

Individual Differences from others

Unique

qualities

Relational Role relations Correct role behavior

Collective Group membership

Fit to group prototype

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Consequences of Active Identity

Identity

Level

Self-

Definition

Self- Worth Key Motive

Individual Differences from others

Unique

qualities

Self-interest

Relational Role relations Correct role behavior

Other’s welfare

Collective Group membership

Fit to group prototype

Collective welfare

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Consequences of Active Identity

Identity

Level

Self-

Definition

Self- Worth Key Motive

Social Exchange

Individual Differences from others

Unique

qualities

Self-interest

Negotiate: direct, explicit

benefits

Relational Role relations Correct role behavior

Other’s welfare

Reciprocal: long-term, direct, implicit benefit

Collective Group membership

Fit to group prototype

Collective welfare

Generalized:

implicit, indirect benefit

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Three Justice Dimensions

Distributive –work outcomes (e.g., pay) seen as being fair

Interactional – treatment with respect and dignity

Procedural – system and processes determining work outcomes are fair

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Key Proposition: Alignment of Identity and Justice Emphasis Individual Distributive Relational Interactive Collective Procedural

Individual identity makes comparisons to others salient source of uniqueness & relative outcomes signal worth

Relational identity makes relations and roles salient & others’ evaluations signal worth

Collective identity makes group procedures salient as signals of inclusion & worth

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Johnson, Selenta & Lord (2006, OBHDP)

Survey of workplace attitudes and behaviors examined moderating effects of chronic identity in N=191 working undergraduates

DV’s were dimensions of Satisfaction and Organizational Citizenship Behavior, classified by their relevance to the individual, dyadic relationship, or group

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Identity Measures: 3 5-item Scales from Selenta & Lord (2005) LSCS

Comparative Identity (Individual, α = .90) “I have a strong need to know how I stand in

comparison to my coworkers.” Concern for Others (Relational, α = .74)

“Caring deeply about another person such as a close friend or relative is important to me.”

Group Achievement Focus (Collective, α = .60) “I feel great pride when my team or group does

well, even if I’m not the main reason for its success.”

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Other Measures

Organizational Justice (Colquitt, 2001) Distributive (4 items, = .93) Interactive (4 items, = .91) Procedural (7 items, = .87),

Outcome Satisfaction (2 items, = .85), Supervisory Satisfaction (3 items, = .90) Management Satisfaction (3 items, = .76) Organizational Citizenship Behavior (Williams

& Andersen, 1991) OCBI (3 items, = .57) OCBO(3 items, = .43)

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Key Prediction:

Chronic identity will moderate the relationship of justice with attitudinal and behavioral outcomes in a manner that aligns level of identity with type of justice and focus of outcome.

Specifically, the following interactions are expected: Individual Identity x Distributive Justice will

predict individually referenced outcomes Relational Identity x Interactional Justice will

predict relational outcomes Collective Identity x Procedural Justice will

predict collective outcomes

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Beta weights and R2 from Hierarchical Regressions

Predictor:Outcome

SatisfactionOCBI

Supervisor Satisfaction

OCBOManagement Satisfaction

DJ .53** -.11 .14* -.07 .10

IJ .09 .08 .52** .22* .28**

PJ .16* .16 .24** .04 .41**

ΔR2 .45 .03 .55 .05 .41

Indiv’l .06 .02 .14* -.16* .00

Relat’l .03 .24* .00 .33** .16*

Collect .09 .19* .04 .09 .00

ΔR2 .01 .12 .02 .14 .02

IJ x Rel. .10a .08 .13* -- .18*

ΔR2 .01 .01 .02 -- .03

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Interaction of Relational Identity and Interactional Justice in Predicting Supervisor Satisfaction

2.5

3

3.5

4

4.5

Low High

Interactional Justice

High Low

Relationalself-concept

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Interactions Predicting Additional DV s

Outcome Satisfaction Mgt. Satisfaction

2

2.5

3

3.5

4

Low High

Interactional Justice

Relationalself-concept

High

Low

2.5

3

3.5

4

4.5

Low High

Interactional Justice

Relationalself-concept

High

Low

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Recap: Study 1

Alignment proposition was supported for Relational Identity, which moderated effects of Interactional Justice in predicting: Outcome Satisfaction Supervisor Satisfaction Management Satisfaction

No inconsistent interactions were significant, e.g., Relational Identity did not interact with DJ or PJ

Relational Identity has strong main effects on OCBI and OCBO

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Potential Mechanisms for Identity Effects

Chronic self-schema can: Bias the development over time of related

schema -- salient areas of justice Influence momentary cognitions and affect

Causality is unclear in correlational research designs such as that of Study 1

Study 2 attempted to manipulate the momentary accessibility of alternative identities using a priming paradigm

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Study 2: Manipulation of Active Identity

261 employed students completed self-administered self-concept manipulation, predictors and DVs

Study 1 Measures +

Construct Items Alpha Source

Leader Member Exch. 7 .92 Graen et al. 1982

Affective Commitment 6 .79 Meyer & Allen, 1997

Continuance Commit. 6 .84

Coworker Satisfaction 4 .70 Spector, 1997

Company Satisfaction 4 .85 Dunham & Smith, 1979

Perceived Org. Sup. 9 .95 Eisenberger et al., 1986

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Identity Manipulation

1. Ps read vignette about a stockbroker in which values, attitudes, and behaviors were aligned with self-concept level

2. Ps provided written self-descriptions of: Distinguishing talents and abilities (Individual) Close relationships with others (Relational) Groups to which they belonged (Collective)

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Manipulation first validated on separate sample (N=55)

Condition /Measure

N

Mean for Focal Group

Mean for Other

Conditions

t (53)

Individual 19 4.32 2.61 7.54, p<.01

Relational 19 4.30 2.56 9.04, p<.01

Collective 17 4.29 2.49 8.56, p<.01

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Hierarchical Regression Steps

Step 1 Chronic Identity Level (LSCS: I, R, C) Justice Dimensions (DJ, IJ, PJ) Dummy variable codes for WSC manipulations

I (1) vs R & C (both 0) R (1) vs I & C (both 0) C (1) vs I & R (both 0)

Step 2 Interaction of WSC x Justice Dimension:

I x DJ; R x IJ; or C x PJ

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Results: Predictions Not Supported for Relational or Individual Identity Manipulations

Relational Identity x Interactional Justice No significant interactions on Dyad

Referenced DVs Individual Identity x Distributive Justice

No significant interaction on Personal Referenced DVs

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Collective Manipulation x PJ Interaction

Dependent Variables Beta

InteractionΔR2

System Referenced DVs

Company Satisfaction .13* .01

Affective Commitment .15* .02

Perceived Org. Support .11* .01

Org. Citizenship Behavior - O -.04 .00

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Procedural Justice by Collective Identity Interaction

DV = Company Satisfaction

2.5

3

3.5

4

4.5

Low High

Procedural Justice

Primed

Not primed

Collectiveself-concept

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Procedural Justice by Collective Identity Interactions

Affective Commitment Perceived Org. Support

2.5

3

3.5

4

4.5

Low High

Procedural Justice

1.5

2

2.5

3

3.5

Low High

Procedural Justice

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Collective Identity Manipulation x PJ Interaction

Dependent Variable Beta

Interaction ΔR2

Dyad-Referenced DVs

LMX .12* .01

Coworker Satisfaction .16* .02

Personal Referenced DVs

Task Satisfaction .18* .02

Continuance Commitment .19* .03

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Interaction for Dyad-Referenced Outcomes

Leader Member Exchange Coworker Satisfaction

2

2.5

3

3.5

4

Low High

Procedural Justice

Collectiveself-concept

Primed

Not primed

2.5

3

3.5

4

4.5

Low High

Procedural Justice

Collectiveself-concept

Primed

Not primed

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Effects of Chronic Identity Levels

Individual identity predicted Outcome Satisfaction (-.14*); Task Satisfaction (-.18*) Continuance Commitment (.13a) Perceived Organizational Support (-.14*)

Relational identity predicted OCBI (.17*)

Collective identity predicted Task Satisfaction (.21*) OCBI (.27*) OCBO (.26*)

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Interaction of Chronic Relational Identity and Interactional Justice

DV = Leader Member Exchange

2

2.5

3

3.5

4

Low High

Interactional Justice

Relationalself-concept

High

Low

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Interaction of Chronic Individual Identity and Distributive Justice DV = Outcome Satisfaction

2

2.5

3

3.5

4

Low High

Distributive Justice

Individualself-concept

High

Low

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Conclusions

Chronic differences in identity affect: Salience of justice dimensions (interactions) Translation of justice into DVs (main effects)

Primed identities affected: Salience of Collective identity (robust effects)

Needed: Studies that show leaders can directly affect identity salience or development Ibarra’s (1999) work on identity development

shows that leaders provisional selves

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Implications for Understanding Leadership

Follower cognitions are an important aspect of leadership Identities effects of justice perceptions Identities may affect perceptions of leaders

Identity may also affect: Sense of inclusion (relational, collective) Contribution to collective activities Cooperative behavior Willingness to sacrifice for dyad or group Emotions associated with group outcomes External versus internal focus Interpretation of task and social processes

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Caveats

Identity manipulations may have unintended effects: Blatant primes can boomerang, producing contrasts

rather than assimilation (Martin, Strack & Staple, 2001) Primes inconsistent with a leader’s actions or values may

not be seen as authentic Identity activation may have different consequences for

different subgroups (gender, race, ethnicity) Emphasizing collective identity may accentuate differences, rather

than enhancing similarities, for minorities (Kampmeier & Simon, 2001)

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Questions?

Additional Caveats Effects may occur through unconscious as

well as conscious processes Justice can also affect identity,

Lind (2001) Fundamental Interpersonal Dilemma

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Johnson & Lord (under review):

Effects of justice on identities can be implicit (unconscious) as well as explicit (conscious) Explicit measures (questionnaire) Implicit (word stem or word fragment

completion) UNI_ _ _

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Johnson & Lord (under review):

Justice can also affect identity, Lind (2001) Fundamental Interpersonal Dilemma

Effects of justice on identities can be implicit (unconscious) as well as explicit Explicit measures (questionnaire) Implicit (word stem or word fragment completion)

UNI_ _ _ UNIQUE -- Individual UNITED – Collective UNIPED -- Neutral

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Step 1Covariates

Age -.01 .02 .01 .01Sex -.08 -.16 .19 .03

Ethnicity .05 .07 -.45 -.18Manipulation

Justice .26** .27** .75** -.17**(.11, .41) (.14, .40) (.53, .97) (-.05, -.29)

Alternate Step 2sA. IdentityExplicit

Individual .02 -.20 -.13 .32**Relational .25 .42* .02 -.14Collective .13 .10 .01 -.05

ImplicitIndividual (word) -.15 -.16 -.06 .96**

Interdependent (word) .31 .69* .68* -.02Individual (RT) .12 .13 .08 -.24

Interdependent (RT) -.74** -.30 -1.38** .06Manipulation

Justice .08 .15 .38* .03

B. Regulatory FocusExplicit

Promotion -.07 .12 .14 -.02Prevention .03 -.16 -.21 .13

ImplicitPromotion (word) .07 -.37 .49 -.14Prevention (word) -.29 .14 -.06 .49

Promotion (RT) -.87** -.60* -1.28** -.19Prevention (RT) .54* .28 .05 -.03

ManipulationJustice .17* .22* .46* -.05

Predictors Trust Satisfaction

Behaviors

Cooperation Theft

Attitudes

Indirect Effects of Justice on Behavioral Intentions in Study 2.