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Showing Leadership by Not Showing Your Face

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  • Diana M. Grace
  • Michael J. Platow

Abstract

We examined experimentally whether a person unknown to potential followers could be seen as showing leadership. Based on the social identity analyses of leadership, we predicted that would-be leaders pursuing group-oriented goals would be seen as showing leadership to a greater degree when they were anonymous than when they were identified. We predicted this pattern would reverse when would-be leaders pursued personal, self-oriented goals. Support for this hypothesis was found for all but the most highly identified group members. For extremely highly identified group members, a would-be leader’s pursuit of group-oriented goals was all that mattered to produce relatively high levels of leadership perceptions. For all other participants, an anonymous, in comparison with an identifiable, group-motivated target was seen as showing relatively high levels of leadership. These data provide support for the social identity analysis of leadership, and help explain otherwise counter-intuitive and naturalistic observations of followership of anonymous leaders.

Suggested Citation

  • Diana M. Grace & Michael J. Platow, 2015. "Showing Leadership by Not Showing Your Face," SAGE Open, , vol. 5(1), pages 21582440145, January.
    • Handle: RePEc:sae:sagope:v:5:y:2015:i:1:p:2158244014567476
    DOI: 10.1177/2158244014567476
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    References listed on IDEAS

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    1. Wit, Arjaan & Wilke, Henk, 1988. "Subordinates' endorsement of an allocating leader in a commons dilemma: An equity theoretical approach," Journal of Economic Psychology, Elsevier, vol. 9(2), pages 151-168, June.
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