The Social Psychology of Work: How Digital Leadership Shapes Innovative Identity of Employees

The increasing use of emerging technological tools has enabled organizations across various industries to transform their work processes. While a recent body of literature offers a holistic understanding of the conducive outcomes of digital leadership on organizational work efficiency and performance of employees, a lack of understanding exists regarding how employees experience socio-psychological change experiences while working in a digital work environment. Hence, this research has integrated a social identity perspective to unveil a process linking digital leadership with innovative identity development in employees. Using a three-factor model of social identity, it has been suggested that digital leadership enhances psychological empowerment among employees, particularly when symmetrical internal communication is high in organizations. Moreover, perceptions of psychological empowerment would encourage promotive voice behavior, and facilitate eventual social identity affirmation in employees through interactions with team members. In addition, high perceived organizational support would encourage employees to strongly experience innovative identity in digital teams where members see themselves as innovators through their membership in groups that value their innovative behaviors. The developed model adds value by unveiling how individuals experience a transition of social identity changes from 'centrality' to 'in-group ties' stage over time and needs to be tested in various industries and work contexts to understand relevance of these relationships as well as to unveil additional factors playing a crucial role during change process.