Research in leadership, self, and identity: A sample of the present and a glimpse of the future

Researchers in leadership effectiveness are paying increasing attention to the role of follower self-concept and identity as a mediator and moderator of the effectiveness of leadership. In this introductory article, we provide a short outline of this rapidly growing field of research, briefly introduce the articles presented in this special issue on leadership, self, and identity, and highlight key themes for future research that we feel emerge from these studies. These themes include greater attention to the dynamic interplay between leaders and followers, the incorporation of theories of fairness, and the role of leader self-concept. (c) 2005 Elsevier Inc. All rights reserved.

A self-categorization explanation for the third-person effect

Three studies tested a self-categorization theory explanation for the third-person effect. In Study 1 (N = 49) undergraduate students judged the influence of the National Enquirer, Wall Street Journal, and TV show Friends on themselves, relative to low- and high-status outgroup members, and other undergraduate students. The profile of first- and third-person perceptions was largely consistent with predictions, and the size of the third-person effect decreased as perceived similarity to target others increased-but only for media that were normative for comparison others. Study 2 (N = 49) provided evidence for this process with different media and showed that the profile of first- and third-person perceptions matched closely with perceived norms of media consumption-but not the social desirability of those media. Study 3 (N = 64) showed that the third-person effect for the same media and target other shifts with the frame of reference in which the judgment is made. Taken together, the findings are consistent with self-categorization theory and difficult to reconcile with other explanations.

Uncertainty reduction, self-enhancement, and ingroup identification

Two experiments tested the prediction that uncertainty reduction and self-enhancement motivations have an interactive effect on ingroup identification. In Experiment 1 (N = 64), uncertainty and group status were manipulated, and the effect on ingroup identification was measured. As predicted, low-uncertainty participants identified more strongly with a high- than low-status group, whereas high-uncertainty participants showed no preference; and low-status group members identified more strongly under high than low uncertainty, whereas high-status group members showed no preference. Experiment 2 (N = 210) replicated Experiment 1, but with a third independent variable that manipulated how prototypical participants were of their group. As predicted, the effects obtained in Experiment 1 only emerged where participants were highly prototypical. Low prototypicality depressed identification with a low-status group under high uncertainty. The implications of these results for intergroup relations and the role of prototypicality in social identity processes are discussed.

Effective leadership in salient groups: Revisiting leader-member exchange theory from the perspective of the social identity theory of leadership

Two studies compared leader-member exchange (LMX) theory and the social identity theory of leadership. Study 1 surveyed 439 employees of organizations in Wales, measuring Work group salience, leader-member relations, and perceived leadership effectiveness. Study 2 surveyed 128 members of organizations in India, measuring identification not salience and also individualism/collectivism. Both studies provided good support for social identity predictions. Depersonalized leader-member relations were associated with greater leadership effectiveness among high- than low-salient groups (Study 1) and among high than low identifiers (Study 2). Personalized leadership effectiveness was less affected by salience (Study 1) and unaffected by identification (Study 2). Low-salience groups preferred personalized leadership more than did high-salience groups (Study 1). Low identifiers showed no preference but high identifiers preferred depersonalized leadership (Study 2). In Study 2, collectivists did not Prefer depersonalized as opposed to personalized leadership, whereas individualists did, probably because collectivists focus more on the relational self.

Predictive genetic test decisions for Huntington's disease: Elucidating the test/no-test dichotomy

Predictive genetic testing for serious, mature-onset genetic illness represents a unique context in health decision making. This article presents findings from an exploratory qualitative Australian-based study into the decision making of individuals at risk for Huntington's disease (HD) with regard to predictive genetic testing. Sixteen in-depth interviews were conducted with a range of at-risk individuals. Data analysis revealed four discrete decision-making positions rather than a 'to test' or not to test' dichotomy. A conceptual dimension of (non-)openness and (non-)engagement characterized the various decisions. Processes of decision making and a concept of 'test readiness' were identified. Findings from this research, while not generalizable, are discussed in relation to theoretical frameworks and stage models of health decision making, as well as possible clinical implications.

Reflective analysis: Techniques for facilitating reflection

This paper describes a number of techniques for facilitating reflective critical analysis as a means of eliciting in-depth reflections on practice. The authors have previously used similar techniques in the research context, to assist practitioners to identify and analyse the basis of their work with clients. The techniques presented in this paper have been adapted for use in social work education, including in class-based and field education contexts, and to professional supervision.