Like Leader, Like Follower: Impact of Leader–Follower Identification Transfer on Follower Outcomes

While the literature suggests that leader organizational identification transfers to follower organizational identification and is ultimately reflected in the form of favorable follower outcomes, we theorize that how leaders identify with their organization can make a difference in whether followers identify more with their organization or with the leader, which is then accordingly reflected in follower responses. Drawing on social identity theory, we demonstrate that conventional leader organizational identification evokes follower organizational identification more than follower leader identification. Furthermore, conventional leader organizational identification has an indirect effect on follower performance through follower organizational identification. Additionally, the relationships between narcissistic leader organizational identification and followers’ performance and organizational deviance are not mediated through follower leader identification or follower organizational identification. For this study, data were collected from CEOs and their followers working in small and medium-sized enterprises (SMEs) in Pakistan (leader–follower dyads). The contribution to the leadership literature along with the limitations of the current study and directions for future research are discussed.