Leaders' creation of shared identity impacts group members' effort and performance: Evidence from an exercise task

Authors: Stevens, M., Rees, T., Steffens, N.K., Haslam, S.A., Coffee, P. and Polman, R.

Journal: PLoS ONE

Volume: 14

Issue: 7

eISSN: 1932-6203

DOI: 10.1371/journal.pone.0218984

Abstract:

There is growing evidence that leaders' effectiveness derives in part from their creation of a sense of identity that is shared by members of a group they are attempting to lead (i.e., their identity entrepreneurship). Little is known, however, about the impact of identity entrepreneurship in sport and exercise settings, particularly in relation to its effect on group members' effort and performance. Using a pre-post between subjects experimental design, we examined the effect of leaders' identity entrepreneurship on group members' effort and performance during 5km cycling time trials. Following a baseline session (in which time trials were completed individually), participants (N = 72) were randomly allocated to either a high or low identity entrepreneurship condition, and further randomly divided into groups of five (including a leader who was a confederate). In the subsequent test sessions (which participants attended with their fellow group members), leaders displayed either high or low identity entrepreneurship behaviors. Results indicated that, compared to participants in the low identity entrepreneurship condition, those in the high identity entrepreneurship condition maintained greater effort (maximum heart rate), and demonstrated improved (rather than poorer) performance (average power output in the first 60 seconds of time trials). Examination of pacing showed that the largest increases in participants' average power output occurred in the early stages of their second time trials for those in the high identity entrepreneurship condition only. Results provide causal evidence that leaders who create a shared sense of identity among team members are able to inspire greater participant effort and performance.

https://eprints.bournemouth.ac.uk/32407/

Source: Scopus

Leaders' creation of shared identity impacts group members' effort and performance: Evidence from an exercise task.

Authors: Stevens, M., Rees, T., Steffens, N.K., Haslam, S.A., Coffee, P. and Polman, R.

Journal: PLoS One

Volume: 14

Issue: 7

Pages: e0218984

eISSN: 1932-6203

DOI: 10.1371/journal.pone.0218984

Abstract:

There is growing evidence that leaders' effectiveness derives in part from their creation of a sense of identity that is shared by members of a group they are attempting to lead (i.e., their identity entrepreneurship). Little is known, however, about the impact of identity entrepreneurship in sport and exercise settings, particularly in relation to its effect on group members' effort and performance. Using a pre-post between subjects experimental design, we examined the effect of leaders' identity entrepreneurship on group members' effort and performance during 5km cycling time trials. Following a baseline session (in which time trials were completed individually), participants (N = 72) were randomly allocated to either a high or low identity entrepreneurship condition, and further randomly divided into groups of five (including a leader who was a confederate). In the subsequent test sessions (which participants attended with their fellow group members), leaders displayed either high or low identity entrepreneurship behaviors. Results indicated that, compared to participants in the low identity entrepreneurship condition, those in the high identity entrepreneurship condition maintained greater effort (maximum heart rate), and demonstrated improved (rather than poorer) performance (average power output in the first 60 seconds of time trials). Examination of pacing showed that the largest increases in participants' average power output occurred in the early stages of their second time trials for those in the high identity entrepreneurship condition only. Results provide causal evidence that leaders who create a shared sense of identity among team members are able to inspire greater participant effort and performance.

https://eprints.bournemouth.ac.uk/32407/

Source: PubMed

Leaders' creation of shared identity impacts group members' effort and performance: Evidence from an exercise task

Authors: Stevens, M., Rees, T., Steffens, N.K., Haslam, S.A., Coffee, P. and Polman, R.

Journal: PLOS ONE

Volume: 14

Issue: 7

ISSN: 1932-6203

DOI: 10.1371/journal.pone.0218984

https://eprints.bournemouth.ac.uk/32407/

Source: Web of Science (Lite)

Leaders’ creation of shared identity impacts group members’ effort and performance: Evidence from an exercise task

Authors: Stevens, M., Rees, T., Steffens, N., Haslam, S.A., Coffee, P. and Polman, R.

Journal: PLoS ONE

Publisher: Public Library of Science (PLoS)

ISSN: 1932-6203

https://eprints.bournemouth.ac.uk/32407/

Source: Manual

Leaders' creation of shared identity impacts group members' effort and performance: Evidence from an exercise task.

Authors: Stevens, M., Rees, T., Steffens, N.K., Haslam, S.A., Coffee, P. and Polman, R.

Journal: PloS one

Volume: 14

Issue: 7

Pages: e0218984

eISSN: 1932-6203

ISSN: 1932-6203

DOI: 10.1371/journal.pone.0218984

Abstract:

There is growing evidence that leaders' effectiveness derives in part from their creation of a sense of identity that is shared by members of a group they are attempting to lead (i.e., their identity entrepreneurship). Little is known, however, about the impact of identity entrepreneurship in sport and exercise settings, particularly in relation to its effect on group members' effort and performance. Using a pre-post between subjects experimental design, we examined the effect of leaders' identity entrepreneurship on group members' effort and performance during 5km cycling time trials. Following a baseline session (in which time trials were completed individually), participants (N = 72) were randomly allocated to either a high or low identity entrepreneurship condition, and further randomly divided into groups of five (including a leader who was a confederate). In the subsequent test sessions (which participants attended with their fellow group members), leaders displayed either high or low identity entrepreneurship behaviors. Results indicated that, compared to participants in the low identity entrepreneurship condition, those in the high identity entrepreneurship condition maintained greater effort (maximum heart rate), and demonstrated improved (rather than poorer) performance (average power output in the first 60 seconds of time trials). Examination of pacing showed that the largest increases in participants' average power output occurred in the early stages of their second time trials for those in the high identity entrepreneurship condition only. Results provide causal evidence that leaders who create a shared sense of identity among team members are able to inspire greater participant effort and performance.

https://eprints.bournemouth.ac.uk/32407/

Source: Europe PubMed Central

Leaders’ creation of shared identity impacts group members’ effort and performance: Evidence from an exercise task

Authors: Stevens, M., Rees, T., Steffens, N.K., Haslam, S.A., Coffee, P. and Polman, R.

Journal: PLoS ONE

Volume: 14

Issue: 7

ISSN: 1932-6203

Abstract:

There is growing evidence that leaders’ effectiveness derives in part from their creation of a sense of identity that is shared by members of a group they are attempting to lead (i.e., their identity entrepreneurship). Little is known, however, about the impact of identity entrepreneurship in sport and exercise settings, particularly in relation to its effect on group members’ effort and performance. Using a pre-post between subjects experimental design, we examined the effect of leaders’ identity entrepreneurship on group members’ effort and performance during 5km cycling time trials. Following a baseline session (in which time trials were completed individually), participants (N=72) were randomly allocated to either a high or low identity entrepreneurship condition, and further randomly divided into groups of five (including a leader who was a confederate). In the subsequent test sessions (which participants attended with their fellow group members), leaders displayed either high or low identity entrepreneurship behaviors. Results indicated that, compared to participants in the low identity entrepreneurship condition, those in the high identity entrepreneurship condition maintained greater effort (maximum heart rate), and demonstrated improved (rather than poorer) performance (average power output in the first 60 seconds of time trials). Examination of pacing showed that the largest increases in participants’ average power output occurred in theearly stages of their second time trials for those in the high identity entrepreneurship condition only. Results provide causal evidence that leaders who create a shared sense of identity among team members are able to inspire greater participant effort and performance.

https://eprints.bournemouth.ac.uk/32407/

Source: BURO EPrints