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Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses of N = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high versus low on collectivism. Power distance did not influence the relations. ispartof: Applied Psychology vol:72 issue:1 status: Published online

A Corrigendum on Take a “Selfie”: Examining How Leaders Emerge From Leader Self-Awareness, Self-Leadership, and Self-Efficacy by Bracht, E. M., Keng-Highberger, F. T., Avolio, B. J., and Huang, Y. (2021). Front. Psychol. 12:635085. doi: 10.3389/fpsyg.2021.635085 In the original article, there was an error. The Ethics Statement incorrectly stated that “Ethical review and approval was not required for the study on human participants in accordance with the local legislation and institutional requirements. The patients/participants provided their written informed consent to participate in this study.” A correction has been made to the Ethics Statement. The corrected statement is shown below. The studies involving human participants were reviewed and approved by Nanyang Technological University (NTU) Institutional Review Board (IRB-2020-04-004). The participants provided their written informed consent to participate in this study. The authors apologize for this error and state that this does not change the scientific conclusions of the article in any way. The original article has been updated.

It is important to understand the processes behind how and why individuals emerge as leaders, so that the best and most capable individuals may occupy leadership positions. So far, most literature in this area has focused on individual characteristics, such as personality or cognitive ability. While interactions between individuals and context do get research attention, we still lack a comprehensive understanding of how the social context at work may help individuals to emerge as leaders. Such knowledge could make an important contribution toward getting the most capable, rather than the most dominant or narcissistic individuals, into leadership positions. In the present work, we contribute toward closing this gap by testing a mediation chain linking a leader's leader self-awareness to a follower's leadership emergence with two time-lagged studies (nstudy1 = 449, nstudy2 = 355). We found that the leader's leader self-awareness was positively related to (a) the follower's leadership emergence and (b) the follower's nomination for promotion and that both relationships were serially mediated by the follower's self-leadership and the follower's leader self-efficacy. We critically discuss our findings and provide ideas for future research. Nanyang Technological University Published version The data collection in Study 1 was funded by the Willkomm Stiftung and the Department of Social Psychology at the Goethe University in Frankfurt, Germany together with the Center for Leadership and Strategic Thinking at the University of Washington in Seattle, Washington, USA. The data collection Study 2 was funded by the Center for Leadership and Strategic Thinking at the University of Washington in Seattle, Washington, USA, together with Nanyang Technological University in Nanyang, Singapore. Publishing fees are funded by the Goethe University, Frankfurt, Germany.

An increasing number of individuals work in jobs with little standardization and repetition, that is, with high levels of job non‐routinization. At the same time, demands for creativity are high, which raises the question of how employees can use job non‐routinization to develop creativity. Acknowledging the importance of social processes for creativity, we propose that transformational leaders raise feelings of organizational identification in followers and that this form of identification then helps individuals to develop creativity in jobs with little routinization. This is because organizational members evaluate and promote those ideas as more creative, which are in line with a shared understanding of creativity within the organization. To investigate these relationships, we calculated a mediated moderation model with 173 leader–follower dyads from China. Results confirm our hypotheses that transformational leadership moderates the relationship between job non‐routinization on employee creativity through organizational identification. We conclude that raising feelings of social identity is a key task for leaders today, especially when working in uncertain and fast developing environments with little repetition and the constant need to develop creative ideas.

Der Schlussel zu erfolgreicher Kommunikation zwischen Fuhrungsperson und Mitarbeitenden liegt darin, einen gemeinsamen Rahmen zu haben. Zunachst wird dargestellt, welchen Beitrag der Social Identity Approach zur Schaffung gemeinsamer Normen und Werte zwischen Fuhrungsperson und Mitarbeitenden leistet, um dann empirische Arbeiten zur Relevanz der sozialen Identitat fur organisationale Kommunikation darzustellen. Anschliesend werden Empfehlungen zur Erleichterung erfolgreicher Kommunikation durch Nutzung der sozialen Identitat gegeben und auf die Relevanz der Kommunikation auf Augenhohe und die Berucksichtigung des kollektiven Selbstkonzeptes in heutigen Fuhrungsfragen eingegangen.

In three studies, we examined the effect of intergroup status on group members' tendencies to characterize the ingroup's relationship with an outgroup as conflictual following outgroup action. Findings from all three studies supported the prediction that the intergroup relationship would be characterized as less conflictual when the ingroup had relatively high rather than low status. Consistent with the hypothesis that the effect of status reflects strategic concerns, it was moderated by the perceived relevance of the outgroup's action to intergroup status relations (study 1), it was sensitive to audience (study 2), and it was partially mediated by status management concerns (study 3). The role of strategic, status-related factors in intergroup relations is discussed.