Organizational Behaviour

Abstract: Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the contributions of trust and economic inequality to this relationship. Political leaders' identity leadership (PLIL) was positively associated with respondents' people-oriented civic citizenship behaviors (CCB-P) in 20 of 26 countries and civic citizenship behaviors aimed at one's country (CCB-C) in 23 of 26 countries. Mediational analyses also confirmed the indirect effects of PLIL via trust in fellow citizens on both CCB-P (in 25 out of 26 countries) and CCB-C (in all 26 countries). Economic inequality moderated these effects such that the main and indirect effects of trust in one's fellow citizens on CCB-C were stronger in countries with higher economic inequality. This interaction effect was not observed for CCB-P. The study highlights the importance of identity leadership and trust in fellow citizens in promoting civic citizenship behavior, especially in the context of economic inequality.

Abstract: Scholars have long debated the merits of advocacy-based research versus research considered from the quest for objective truth. Building upon reflections from multiple sources, a set of 11 brief reflections on three posed questions are presented. Tsang concludes our discussion with additional insights on how moving beyond the ?interestingness? advocacy will be beneficial to the continued professional development of the management discipline.

Abstract: Executive Summary We believe that no level of competence or commitment will matter without the foundational leadership element of strong, well-developed character. Our conversations with global leaders reinforced our conviction that character development must be included in leadership conversations and development if we are going to help create leaders who are willing and able to tackle the grand challenges of our time and work towards a more prosperous, just, and inclusive society. The ultimate objective our paper is to encourage the reader to consider how each of us can raise the bar in our respective selves, teams, organizations, and communities by recognizing, measuring, fostering, and being leaders with good character. In short, we hope the reader comes to appreciate that character is not a niche topic or a nice-to-have. Simply put, character is utterly essential to good leadership and to individual and societal well-being.