Organisational Identification Of Leaders †MyAssignmenthelp.com

Question: Discuss about the Organisational Identification Of Leaders. Answer: Schuh et al.(2012) in their work explore the concept of organisational identification(OI) which refers to the feeling of identification among employees with their employer organisations. Leaders like the heads of the department play a very vital in creating and enforcing OI among employees. OI plays vital role in employee behaviour and performance in the organisations. Today organisational leaders like managers and departmental heads play a crucial role in making subordinates identify themselves to the organisations and their cultures. Their leadership roles in generation and sustenance of OI go a long way in motivating employees to achieve high degree of performances. Some authors argue that leadership styles of these leaders have strong effect, positive or negative on the employees OI degree. For example, Fullan (2014) state that authoritative style of leadership often creates insecurity among employees resulting in low degree of organisational identification. Moriano et al. (2014) state that contradictory to an authoritative leader, a transformative leader leads his subordinates towards goal achievement by encouraging them to participate in the achievement. This naturally enforces positive employee identification among employees. Organisational identification of leaders and followers are not similar. The organisational identification of leaders encourage them use transformational leadership style to lead their subordinates. The OI of the subordinates on the contrary motivate them to follow the leader and develop organisational citizen behaviour or act more committed towards the organisation (Moriano et al. 2014). It can be summarised that organisational identification and leadership styles of the leaders are closely related. Transformational leadership style enforces OI and helps in creation of OCD. References: Boehm, S.A., Dwertmann, D.J., Bruch, H. and Shamir, B., 2015. The missing link? Investigating organizational identity strength and transformational leadership climate as mechanisms that connect CEO charisma with firm performance. The Leadership Quarterly, 26(2), pp.156-171. Fullan, M., 2014. Leading in a culture of change personal action guide and workbook. John Wiley Sons. Moriano, J.A., Molero, F., Topa, G. and Mangin, J.P.L., 2014. The influence of transformational leadership and organizational identification on intrapreneurship. International Entrepreneurship and Management Journal, 10(1), pp.103-119. Schuh, S.C., Zhang, X.A., Egold, N.W., Graf, M.M., Pandey, D. and van Dick, R., 2012. Leader and follower organizational identification: The mediating role of leader behaviour and implications for follower OCB. Journal of Occupational and Organizational Psychology, 85(2), pp.421-432.