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Identity Leadership, Social Identity Continuity, and Well-Being at Work During COVID-19
The COVID-19 pandemic has led to widespread remote working that has posed significant challenges for people’s sense of connection to their workplace and their mental health and well-being. In the present work, we examined how leaders’ identity leadership is associated with the well-being of employee...
Autores principales: | , , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
Frontiers Media S.A.
2021
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8225939/ https://www.ncbi.nlm.nih.gov/pubmed/34177738 http://dx.doi.org/10.3389/fpsyg.2021.684475 |
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author | Krug, Henning Haslam, S. Alexander Otto, Kathleen Steffens, Niklas K. |
author_facet | Krug, Henning Haslam, S. Alexander Otto, Kathleen Steffens, Niklas K. |
author_sort | Krug, Henning |
collection | PubMed |
description | The COVID-19 pandemic has led to widespread remote working that has posed significant challenges for people’s sense of connection to their workplace and their mental health and well-being. In the present work, we examined how leaders’ identity leadership is associated with the well-being of employees in the context of the COVID-19 pandemic. Specifically, we examined how both leaders’ and team members’ identity leadership is associated with employees’ social identity continuity, and through this with their job satisfaction, burnout and loneliness at work. Employees (N = 363) participated in a field study during the COVID-19 pandemic, completing measures of their leader’s and team members’ identity leadership (i.e., entrepreneurship and impresarioship), social identity continuity, job satisfaction, burnout, loneliness at work. Results revealed that to the extent that employees perceived greater social identity continuity, they were more satisfied with their work and felt less lonely. Furthermore, mediation analyses revealed indirect effects of team members’ identity entrepreneurship on job satisfaction and loneliness via an increase in social identity continuity. Results suggest that to foster employees’ health and well-being in times of disruption, organizations might put in place practices that allow employees to maintain a sense of ‘we-ness’ at work by involving not only formal leaders but also other members of the organization. |
format | Online Article Text |
id | pubmed-8225939 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2021 |
publisher | Frontiers Media S.A. |
record_format | MEDLINE/PubMed |
spelling | pubmed-82259392021-06-26 Identity Leadership, Social Identity Continuity, and Well-Being at Work During COVID-19 Krug, Henning Haslam, S. Alexander Otto, Kathleen Steffens, Niklas K. Front Psychol Psychology The COVID-19 pandemic has led to widespread remote working that has posed significant challenges for people’s sense of connection to their workplace and their mental health and well-being. In the present work, we examined how leaders’ identity leadership is associated with the well-being of employees in the context of the COVID-19 pandemic. Specifically, we examined how both leaders’ and team members’ identity leadership is associated with employees’ social identity continuity, and through this with their job satisfaction, burnout and loneliness at work. Employees (N = 363) participated in a field study during the COVID-19 pandemic, completing measures of their leader’s and team members’ identity leadership (i.e., entrepreneurship and impresarioship), social identity continuity, job satisfaction, burnout, loneliness at work. Results revealed that to the extent that employees perceived greater social identity continuity, they were more satisfied with their work and felt less lonely. Furthermore, mediation analyses revealed indirect effects of team members’ identity entrepreneurship on job satisfaction and loneliness via an increase in social identity continuity. Results suggest that to foster employees’ health and well-being in times of disruption, organizations might put in place practices that allow employees to maintain a sense of ‘we-ness’ at work by involving not only formal leaders but also other members of the organization. Frontiers Media S.A. 2021-06-11 /pmc/articles/PMC8225939/ /pubmed/34177738 http://dx.doi.org/10.3389/fpsyg.2021.684475 Text en Copyright © 2021 Krug, Haslam, Otto and Steffens. https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. |
spellingShingle | Psychology Krug, Henning Haslam, S. Alexander Otto, Kathleen Steffens, Niklas K. Identity Leadership, Social Identity Continuity, and Well-Being at Work During COVID-19 |
title | Identity Leadership, Social Identity Continuity, and Well-Being at Work During COVID-19 |
title_full | Identity Leadership, Social Identity Continuity, and Well-Being at Work During COVID-19 |
title_fullStr | Identity Leadership, Social Identity Continuity, and Well-Being at Work During COVID-19 |
title_full_unstemmed | Identity Leadership, Social Identity Continuity, and Well-Being at Work During COVID-19 |
title_short | Identity Leadership, Social Identity Continuity, and Well-Being at Work During COVID-19 |
title_sort | identity leadership, social identity continuity, and well-being at work during covid-19 |
topic | Psychology |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8225939/ https://www.ncbi.nlm.nih.gov/pubmed/34177738 http://dx.doi.org/10.3389/fpsyg.2021.684475 |
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