 Showing Leadership by Not Showing Your FaceDiana M. Grace and Michael J. Platow SAGE Open, 2015, vol. 5, issue 1, 2158244014567476 Abstract: We examined experimentally whether a person unknown to potential followers could be seen as showing leadership. Based on the social identity analyses of leadership, we predicted that would-be leaders pursuing group-oriented goals would be seen as showing leadership to a greater degree when they were anonymous than when they were identified. We predicted this pattern would reverse when would-be leaders pursued personal, self-oriented goals. Support for this hypothesis was found for all but the most highly identified group members. For extremely highly identified group members, a would-be leader’s pursuit of group-oriented goals was all that mattered to produce relatively high levels of leadership perceptions. For all other participants, an anonymous, in comparison with an identifiable, group-motivated target was seen as showing relatively high levels of leadership. These data provide support for the social identity analysis of leadership, and help explain otherwise counter-intuitive and naturalistic observations of followership of anonymous leaders. Keywords: social psychology; experimental psychology; psychology; social sciences; leadership; organizational behavior; management; industrial/organizational psychology; applied psychology (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:sae:sagope:v:5:y:2015:i:1:p:2158244014567476 Access Statistics for this article More articles in SAGE Open |
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