Identity prototypicality research, as explored by Hogg (2001) and subsequent work by Steffens et al. (2014, 2024), examines how leaders effectively embody group values while maintaining personal authenticity. This balance is an important factor in establishing trust and psychological safety within teams.
The Authenticity Factor
Authentic prototypicality means aligning genuine personal characteristics with team values rather than putting on an act. Steffens et al. (2024) found that people can easily distinguish between authentic and performative leadership, with significant impacts on trust and engagement.
The Authenticity Factor
Authentic prototypicality means aligning genuine personal characteristics with team values rather than putting on an act. Steffens et al. (2024) found that people can easily distinguish between authentic and performative leadership, with significant impacts on trust and engagement.
What the Evidence Shows
Studies across 20 countries demonstrate that authentic prototypical leaders create stronger psychological safety, higher team identification, and increased discretionary effort from team members.
What the Evidence Shows
Studies across 20 countries demonstrate that authentic prototypical leaders create stronger psychological safety, higher team identification, and increased discretionary effort from team members.
Observable Behaviours
There are four core characteristics of authentic prototypical leaders:
Transparent communication about learning and mistakes
Consistent alignment between stated values and daily actions
Honest acknowledgment of knowledge gaps
Giving team recognition priority over personal credit
Observable Behaviours
There are four core characteristics of authentic prototypical leaders:
Transparent communication about learning and mistakes
Consistent alignment between stated values and daily actions
Honest acknowledgment of knowledge gaps
Giving team recognition priority over personal credit
The Implementation Challenge
Leaders need to strike a balance between personal authenticity and the needs of the group. This requires ongoing self-reflection and team feedback to ensure alignment feels genuine rather than forced.
Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5(3), 184-200.
Steffens, N. K., et al. (2014). Leadership as social identity management: Introducing the identity leadership inventory. The Leadership Quarterly, 25(5), 1001-1024.
van Dick, R., et al. (2018). Identity leadership going global: Validation across 20 countries. Journal of Occupational and Organisational Psychology, 91(4), 697-728.
Steffens, N. K., et al. (2024). Introducing the visual identity leadership scale (VILS). British Journal of Social Psychology, 63, 1658-1680.
The Implementation Challenge
Leaders need to strike a balance between personal authenticity and the needs of the group. This requires ongoing self-reflection and team feedback to ensure alignment feels genuine rather than forced.
Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5(3), 184-200.
Steffens, N. K., et al. (2014). Leadership as social identity management: Introducing the identity leadership inventory. The Leadership Quarterly, 25(5), 1001-1024.
van Dick, R., et al. (2018). Identity leadership going global: Validation across 20 countries. Journal of Occupational and Organisational Psychology, 91(4), 697-728.
Steffens, N. K., et al. (2024). Introducing the visual identity leadership scale (VILS). British Journal of Social Psychology, 63, 1658-1680.
