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<p>Recent scholarship has begun to examine public sector leadership through the lens of social identity theory. This study explored the determinants of leadership perception from this perspective, focusing on two main areas. First, it examined the impact of psychological resilience. Second, it considered the effects of stereotypical impressions and experiential perceptions. The findings indicate that stereotypical impressions have a greater influence on the leadership perception of leaders in more distant hierarchical positions, whereas experiential perceptions of psychological resilience are more influential for supervisors in closer, more proximal positions. These results offer practical implications and suggest avenues for future research.</p>

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Psychological Resilience and Leadership Perception in Dangerous Task Environments: A Social Identity Perspective

  • 期刊论文

  • 发表日期：

    2025年1月3日

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  • Hyung-Woo Lee

摘要

Recent scholarship has begun to examine public sector leadership through the lens of social identity theory. This study explored the determinants of leadership perception from this perspective, focusing on two main areas. First, it examined the impact of psychological resilience. Second, it considered the effects of stereotypical impressions and experiential perceptions. The findings indicate that stereotypical impressions have a greater influence on the leadership perception of leaders in more distant hierarchical positions, whereas experiential perceptions of psychological resilience are more influential for supervisors in closer, more proximal positions. These results offer practical implications and suggest avenues for future research.