Identity leadership going global: Validation of the Identity Leadership Inventory across 20 countries

R. Dick (First Author), Sebastian C. Schuh (Participant Author), L. Avanzi (Participant Author), D. Pandey (Participant Author), R. Kerschreiter (Participant Author), S. Tatachari (Participant Author), S. Giessner (Participant Author), L. Bunderen (Participant Author), V. Vörös (Participant Author), G. Orosz (Participant Author), O. Epitropaki (Participant Author), L. J. Song (Participant Author), S. A. Akfirat (Participant Author), R. Kark (Participant Author), R. González (Participant Author), D. Valdenegro (Participant Author), S. I. Wong (Participant Author), L. Monzani (Participant Author), X. Zhang (Participant Author), K. Dumont (Participant Author)Y. Markovits (Participant Author), J. Stouten (Participant Author), K. Fransen (Participant Author), J. E. Lemoine (Participant Author), J. Lipponen (Participant Author), T. Sekiguchi (Participant Author), C. Roland‐Lévy (Participant Author), N. K. Steffens (Participant Author), S. A. Haslam (Participant Author)

Research output: Contribution to journalJournal

58 Citations (Web of Science)


Recent theorizing applying the social identity approach to leadership proposes a four‐dimensional model of identity leadership that centres on leaders’ management of a shared sense of ‘we’ and ‘us’. This research validates a scale assessing this model – the Identity Leadership Inventory (ILI). We present results from an international project with data from all six continents and from more than 20 countries/regions with 5,290 participants. The ILI was translated (using back‐translation methods) into 13 different languages (available in the Appendix S1) and used along with measures of other leadership constructs (i.e., leader–member exchange [LMX], transformational leadership, and authentic leadership) as well as employee attitudes and (self‐reported) behaviours – namely identification, trust in the leader, job satisfaction, innovative work behaviour, organizational citizenship behaviour, and burnout. Results provide consistent support for the construct, discriminant, and criterion validity of the ILI across countries. We show that the four dimensions of identity leadership are distinguishable and that they relate to important work‐related attitudes and behaviours above and beyond other leadership constructs. Finally, we also validate a short form of the ILI, noting that is likely to have particular utility in applied contexts.
Original languageEnglish
Pages (from-to)697-728
JournalJournal of Occupational and Organizational Psychology
Issue number4
Publication statusPublished - 2018

Corresponding author email

Project name

Interdisciplinary Center for Social Conflict and Cohesion Studies (COES)

Project sponsor


Project No.



  • Identity Leadership Inventory
  • cross‐cultural validation
  • leadership
  • social identity

Indexed by

  • ABDC-A
  • Scopus
  • SSCI


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