Organizational identification and leader evaluation in a global workplace: Interaction of self-uncertainty, self-construal, and organizational culture

Past studies in social psychology, and in organizational psychology, have incorporated social identity theory but have not specifically examined the effects of self-construal and self-uncertainty on an individual's organizational identification. Through two social psychology experiments, the present research advances the literature by studying the effects of three predictor variables (self-construal, self-uncertainty, and organizational culture) on the criterion variables of identification with the organization, commitment to the organization, extra-role behaviors (Study 1), and leader evaluations (Study 2). Study 1 (N = 256) found that participants evaluated a self-inclusive organization more favorably when it possessed a relational (as opposed to nonrelational) organizational culture. This effect was, as predicted, moderated by self-uncertainty such that it was significantly stronger under high rather than low self-uncertainty. Study 2 (N = 336) examined the same criterion variables as the previous study but with the addition of leader evaluation. It was found that interdependent participants identified with and were more committed to their organization. Participants with an interdependent self-construal and high levels of self-uncertainty rated their leader more favorably when in a relational (as opposed to nonrelational) organization. Additionally, a significant three-way interaction between the predictors was explored. Future research directions and wider implications for strengthening employee identification and leader evaluations in organizations are discussed.