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<p>Drawing on social identity theory and informed by the dynamics of team task settings, this research examines the relationship between identity leadership and team cooperation outcomes, with a specific focus on intra-team cooperation and inter-team knowledge sharing. To delineate the boundary conditions of this relationship, a moderating framework centered on leader humility was developed. Based on data collected from a three-wave survey of 71 teams and 355 employees in China, the results demonstrate a robust and positive linkage between identity leadership and both intra-team cooperation and inter-team knowledge sharing. Crucially, leader humility positively moderates these relationships, such that the positive effects of identity leadership on cooperative behaviors are significantly amplified when leaders exhibit humility. In contrast, the absence of leader humility restrains these positive effects, highlighting a significant moderating role. These findings not only enrich the empirical literature on the “bright side” of identity leadership in fostering productive team interactions but also underscore the pivotal role of leader traits, such as humility, in moderating the efficacy of identity leadership in promoting team cooperation.</p>

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Leader as the “Glue” that holds the teams together: examining how identity leadership influences intra-team cooperation and inter-team knowledge sharing

  • 期刊论文

  • 发表日期：

    2026年7月17日

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  • Jingming Feng,
  • Jian Chen,
  • Qiquan Zhu,
  • Junwei Zhang

摘要

Drawing on social identity theory and informed by the dynamics of team task settings, this research examines the relationship between identity leadership and team cooperation outcomes, with a specific focus on intra-team cooperation and inter-team knowledge sharing. To delineate the boundary conditions of this relationship, a moderating framework centered on leader humility was developed. Based on data collected from a three-wave survey of 71 teams and 355 employees in China, the results demonstrate a robust and positive linkage between identity leadership and both intra-team cooperation and inter-team knowledge sharing. Crucially, leader humility positively moderates these relationships, such that the positive effects of identity leadership on cooperative behaviors are significantly amplified when leaders exhibit humility. In contrast, the absence of leader humility restrains these positive effects, highlighting a significant moderating role. These findings not only enrich the empirical literature on the “bright side” of identity leadership in fostering productive team interactions but also underscore the pivotal role of leader traits, such as humility, in moderating the efficacy of identity leadership in promoting team cooperation.