TY  - JOUR
A1  - Dick, Rolf van
A1  - Cordes, Berrit L.
A1  - Lemoine, Jérémy E.
A1  - Steffens, Niklas K.
A1  - Haslam, S. Alexander
A1  - Akfirat, Serap Arslan
A1  - Ballada, Christine Joy A.
A1  - Bazarov, Tahir
A1  - Aruta, John Jamir Benzon
A1  - Avanzi, Lorenzo
A1  - Bodla, Ali Ahmad
A1  - Bunjak, Aldijana
A1  - Černe, Matej
A1  - Dumont, Kitty
A1  - Edelmann, Charlotte M.
A1  - Epitropaki, Olga
A1  - Fransen, Katrien
A1  - García-Ael, Cristina
A1  - Gießner, Steffen R.
A1  - Gleibs, Ilka Helene
A1  - Godlewska-Werner, Dorota
A1  - González, Roberto
A1  - Kark, Ronit
A1  - Laguia Gonzalez, Ana
A1  - Lam, Hodar
A1  - Lipponen, Jukka
A1  - Lupina-Wegener, Anna
A1  - Markovits, Yannis
A1  - Maskor, Mazlan
A1  - Molero, Fernando
A1  - Monzani, Lucas
A1  - Moriano Leon, Juan A.
A1  - Neves, Pedro
A1  - Orosz, Gábor
A1  - Pandey, Diwakar
A1  - Retowski, Sylwiusz
A1  - Roland-Lévy, Christine
A1  - Samekin, Adil
A1  - Schuh, Sebastian C.
A1  - Sekiguchi, Tomoki
A1  - Song, Lynda Jiwen
A1  - Story, Joana
A1  - Stouten, Jeroen
A1  - Sultanova, Lilia
A1  - Tatachari, Srinivasan
A1  - Valdenegro, Daniel
A1  - Bunderen, Lisanne van
A1  - Van Dijk, Dina
A1  - Humborstad, Sut I. Wong
A1  - Youssef, Farida
A1  - Zhang, Xin-an
A1  - Kerschreiter, Rudolf
T1  - Identity leadership, employee burnout and the mediating role of team identification: evidence from the global identity leadership development project
T2  - International journal of environmental research and public health
N2  - Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 (n = 5290; 20 countries) and 2020/2021 (n = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017, b = −0.132; 2020/2021, b = −0.133) across the five-year span in both datasets. Using a subset of n = 111 German participants surveyed over two waves, we found the indirect effect confirmed over time with identity leadership (at T1) predicting team identification and, in turn, burnout, three months later. Finally, we explored whether there could be a “too-much-of-a-good-thing” effect for identity leadership. Speaking against this, we found a u-shaped quadratic effect whereby ratings of identity leadership at the upper end of the distribution were related to even stronger team identification and a stronger indirect effect on reduced burnout.
KW  - burnout
KW  - exhaustion
KW  - identity leadership
KW  - team identification
KW  - cross-cultural study
Y1  - 2021
UR  - http://publikationen.ub.uni-frankfurt.de/frontdoor/index/index/docId/81699
UR  - https://nbn-resolving.org/urn:nbn:de:hebis:30:3-816993
SN  - 1660-4601
N1  - This research project was supported by the Centre for Social Conflict and Cohesion Studies (ANID/FONDAL 15130009) and by the National Science Foundation of China [grant number 71772176].
VL  - 18
IS  - 22, art. 12081
SP  - 1
EP  - 24
PB  - MDPI AG
CY  - Basel
ER  -