Identity Leadership, Employee Burnout and the Mediating Role of Team Identification: Evidence from the Global Identity Leadership Development Project.

Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 ( = 5290; 20 countries) and 2020/2021 ( = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years.

Self-other rating agreement and leader-member exchange (LMX): a quasi-replication.

Data from a sample of 83 elected community leaders and 391 direct-report staff (resulting in 333 useable leader-member dyads) were reanalyzed to test relations between self-other rating agreement of servant leadership and member-reported leader-member exchange (LMX). Polynomial regression analysis indicated that the self-other rating agreement model was not statistically significant. Instead, all of the variance in member-reported LMX was accounted for by the others' ratings component alone.

Self-other rating agreement and leader-member exchange (LMX).

Data from a sample of 83 elected community leaders and 391 direct-report staffers (resulting in 306 useable leader-member dyads) were used to test relations between self-other rating agreement of leadership and member-reported leader-member exchange (LMX). Results of polynomial regression analysis indicated that the self-other rating agreement model was not significantly related to member-reported LMX. Instead, virtually all of the variance in member-reported LMX was accounted for by others' ratings.

Relations between locus of control and sources of work motivation amongst government workers.

This field study tested the relationship between locus of control and sources of work motivation for a sample of 382 government employees, selected as part of a leadership development initiative. Their mean age was 46 yr., 53% were women, and 42% had earned bachelor's degrees.

Relations of organizational and interpersonal boundaries with sources of work motivation.

In this study the relationship between followers' mental boundaries and sources of work motivation for a sample of 382 government employees was tested. Participants' mean age was 46 yr.; 53% were women and 42% had earned bachelors' degrees.