Organizational Identification of Leaders: A Detailed Analysis

This report examines the crucial relationship between leadership styles and organizational identification (OI). It highlights how leaders, particularly those in managerial positions, influence employees' sense of belonging and commitment to the organization. The report discusses the impact of different leadership approaches, such as transformational leadership, on fostering positive OI and organizational citizenship behavior. The study references key authors and their works to explain how leadership behaviors can shape employee attitudes, motivations, and performance. It emphasizes the role of leaders in shaping organizational culture and creating a sense of belonging among employees, thus contributing to improved employee engagement and overall organizational success. The report further explains how the transformational leadership style promotes a strong sense of OI, ultimately driving employees towards a higher degree of commitment and performance within the organization.

Running head: ORGANISATIONAL IDENTIFICATION OF LEADERS
Organisational Identification of leaders
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ORGANISATIONAL IDENTIFICATION OF LEADERS
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.

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ORGANISATIONAL IDENTIFICATION OF LEADERS
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.