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Followers’ satisfaction from working with group-prototypic leaders : promotion focus as moderator

[journal article]

Pierro, Antonio; Cicero, Lavinia; Higgins, E. Tory

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Please use the following Persistent Identifier (PID) to cite this document:http://nbn-resolving.de/urn:nbn:de:0168-ssoar-311089

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Abstract What is the effect of followers’ promotion focus on their satisfaction from working with a leader who is prototypic of their group? We propose that high (vs. low) promotion-focused followers will respond more positively to a group-prototypic leader as a way to advance the in-group (“promote us”), which would increase their satisfaction from working with that leader. Results from an organizational survey and a scenario experiment supported the predicted two-way interaction between promotion focus and leaders’ group prototypicality: the positive relation between leaders’ group prototypicality and followers’ satisfaction from working with their leader was significantly greater for high than low promotion-focused employees. No such interactive effect was found for employees’ level of prevention focus. We discuss how these findings extend social identity theory’s analysis of leadership.
Classification Social Psychology
Free Keywords Social identity model of organizational leadership; leader prototypicality; Regulatory focus; Promotion focus; Job satisfaction; Leadership satisfaction
Document language English
Publication Year 2009
Page/Pages p. 1105-1110
Journal Journal of Experimental Social Psychology, 45 (2009) 5
DOI http://dx.doi.org/10.1016/j.jesp.2009.06.020
Status Postprint; peer reviewed
Licence PEER Licence Agreement (applicable only to documents from PEER project)