Implicit effects of justice on self-identity and regulatory focus

2009 ◽  
Author(s):  
Christopher Ramsey ◽  
Russell E. Johnson ◽  
James A. Tan
Keyword(s):  
Regulatory Focus ◽  
Self Identity

Unpacking Psychological Ownership: How Transactional and Transformational Leaders Motivate Ownership

2022 ◽  
Vol 29 (1) ◽  
pp. 96-114
Author(s):  
Cristiano L. Guarana ◽  
Bruce J. Avolio
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Regulatory Focus ◽  
Work Performance ◽  
Work Behavior ◽  
Psychological Ownership ◽  
Transformational Leaders ◽  
Self Identity ◽  
Physical Resources ◽  
Challenges And Opportunities

Psychological ownership represents feelings of responsibility for and possession over a target, which can be both tangible in terms of physical resources, or intangible regarding one's relationships. Here we examine how two well-established leadership styles can trigger six different facets of psychological ownership and their corresponding ownership behaviors, by using regulatory focus and identity theory to explain how psychological ownership emerges and influences an individual's work behavior. We provide specific propositions that link two leadership styles to an individual's activated regulatory focus and self-identity, which results in six different facets of ownership. We use these different facets of ownership to examine how each contributes to explaining how leaders motivate their followers to engage in and take on different work challenges and opportunities, thus advancing both the leadership and psychological ownership literatures. We combine leadership style and psychological ownership to determine the type of ownership behavior and work performance that results based on which ownership facets are triggered.

“Who I Am Depends on How Fairly I'm Treated”: Effects of Justice on Self-Identity and Regulatory Focus

2010 ◽  
Vol 40 (12) ◽  
pp. 3020-3058 ◽  
Author(s):  
Russell E. Johnson ◽  
Chu-Hsiang Chang ◽  
Christopher C. Rosen
Keyword(s):  
Regulatory Focus ◽  
Self Identity

Becoming a Leader: Emergence of Leadership Style and Identity

2021 ◽  
pp. 153448432110096
Author(s):  
Manuel London ◽  
Gary D. Sherman
Keyword(s):  
Identity Formation ◽  
Human Resource Development ◽  
Leadership Style ◽  
Regulatory Focus ◽  
Leader Emergence ◽  
Motivation To Lead ◽  
Self Identity ◽  
Interpersonal Orientation ◽  
Development Of Identity ◽  
Identity Changes

This conceptual paper presents a model for understanding how new leaders’ styles of leadership emerge and self-identity changes. New leaders’ interpersonal orientation, power motivation, and regulatory focus along with organizational expectations are predicted to influence their beliefs about how to exert power and their motivation to lead (MTL). New leaders’ power beliefs, MTL, and perceptions of situational needs affect their engaging in transactional and transformational behaviors. This is the emergence of leadership style and the development of identity as a leader. Over time, new leaders’ behaviors, outcomes, and identity formation alter their power beliefs and MTL. This model suggests directions for human resource development research and practice supporting new leader development and building a culture of leadership consistent with the organization’s expectations.

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