We introduce and test with structural equation modeling an identity-based model of volunteer leadership (Study 1: N = 109 volunteers; Study 2: N = 183 volunteers). Volunteers take pride in the organization, due to leader communication about the effectiveness of the volunteer work and leader prototypicality. Volunteers feel respected by their leaders due to supportive leadership and leader encouragements for expressing ideas within the non-profit organization. These aspects of volunteer leadership relate to identification with the non-profit organization and the satisfaction with the leadership among volunteers, via respectively pride in the non-profit organization and respect from the leadership of the non-profit organization. Implications for leadership and avenues for further research are discussed.
BentlerPMWuEJW (2004) EQS 6.1 for Windows, Encino, CA: Multivariate Software.
4.
BladerSLTylerTR (2009) Testing and extending the group engagement model: Linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology9: 445–464.
5.
BliesePDHangesPJ (2004) Being too liberal and too conservative: The perils of treating grouped data as though they were independent. Organizational Research Methods7: 400–417.
6.
BoezemanEJEllemersN (2007) Volunteering for charity: Pride, respect, and the commitment of volunteers. Journal of Applied Psychology92: 771–785.
7.
BoezemanEJEllemersN (2009) Intrinsic need satisfaction and the job attitudes of volunteers versus employees working in a charitable volunteer organization. Journal of Occupational and Organizational Psychology82: 897–914.
8.
BrownDJKeepingLM (2005) Elaborating the construct of transformational leadership: The role of affect. Leadership Quarterly16: 245–272.
9.
ClarkeN (2011) An integrated conceptual model of respect in leadership. Leadership Quarterly22: 316–327.
10.
CnaanRACascioTA (1999) Performance and commitment: Issues in management of volunteers in human service organizations. Journal of Social Service Research24: 1 37.
11.
DillonDS (2007) Respect: A philosophical perspective. Gruppendynamik und Organisationsberatung38: 201–212.
12.
DillonDS (2010) Respect for persons, identity, and information technology. Ethics and Information Technology12: 17–28.
13.
EllemersNDe GilderDHaslamSA (2004) Motivating individuals and groups at work: A social identity perspective on leadership and group performance. Academy of Management Review29: 459–478.
14.
EllemersNKingmaLVan de BurgtJ (2011) Corporate social responsibility as a source of organizational morality, employee commitment and satisfaction. Journal of Organizational Moral Psychology1: 97–124.
15.
FullerJBHesterKBarnettT (2006) Perceived external prestige and internal respect: New insights into the organizational identification process. Human Relations59: 815–846.
16.
FullerES (2011) Volunteers Leading Volunteers: How Leader Commitment Relates to Followers’ Commitment, Turnover and Recruitment, Minneapolis, MN: Capella University.
17.
Galindo-KuhnRGuzleyRM (2001) The Volunteer Satisfaction Index: Construct. definition, measurement, development, and validation. Journal of Social Service Research28: 45–68.
18.
GarnerJTGarnerLT (2011) Volunteering an opinion: Organizational voice and volunteer retention in non-profit organizations. Nonprofit and Voluntary Sector Quarterly40: 813–828.
HoggMA (2001) A social identity theory of leadership. Personality and Social Psychology Review5: 184–200.
21.
HouseRJ (1998) Appendix: Measures and assessments for the charismatic leadership approach: Scales, latent constructs, loadings, Cronbach alphas, interclass correlations. In: DansereauFYammarinoFJ (eds) Leadership: The Multiple Level Approaches Contemporary and Alternative, London: JAI Press, pp. 23–30.
22.
LaczoRMHanischKA (1999) An examination of behavioral families of organizational withdrawal in volunteer workers and paid employees. Human Resource Management Review9: 453–477.
23.
Liao-TrothMA (2001) Attitude differences between paid workers and volunteers. Nonprofit Management & Leadership11: 423–442.
24.
MaelFAAshforthBE (1992) Alumni and their Alma Mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior13: 103–123.
25.
PearceJL (1980) Apathy or self interest?: The volunteer’s avoidance of leadership roles. Journal of Voluntary Action Research9: 85–94.
26.
PearceJL (1983) Job attitude and motivation differences between volunteers and employees from comparable organizations. Journal of Applied Psychology68: 646–652.
27.
PearceJL (1993) Volunteers: The Organizational Behaviour of Unpaid Workers, London/New York: Routledge.
28.
PlatowMJVan KnippenbergD (2001) A social identity analysis of leader endorsement: The effects of leader ingroup prototypicality and distributive intergroup fairness. Personality and Social Psychology Bulletin27: 1508–1519.
29.
PodsakoffPMMacKenzieSBLeeJY (2003) Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology88: 879–903.
30.
RiggioREBassBMOrrSS (2004) Transformational leadership in nonprofit organizations. In: RiggioREOrrSS (eds) Improving Leadership in Nonprofit Organizations, San Francisco, CA: Jossey-Bass, pp. 49–62.
31.
SimonBStürmerS (2003) Respect for group members: Intragroup determinants of collective identification and group-serving behavior. Personality and Social Psychology Bulletin29: 183–193.
32.
SmithHJTylerTR (1997) Choosing the right pond: The impact of group membership on self-esteem and group-oriented behavior. Journal of Experimental Social Psychology33: 146–170.
33.
TajfelHTurnerJC (1979) An integrative theory of intergroup conflict. In: AustinWGWorchelS (eds) The Social Psychology of Intergroup Relations, Monterey, CA: Brooks/Cole, pp. 33–47.
34.
TylerTRBladerSL (2000) Cooperation in Groups: Procedural Justice, Social Identity, and Behavioral Engagement, Philadelphia: Psychology Press.
35.
Van QuaquebekeNEckloffT (2010) Defining respectful leadership: What it is, how it can be measured, and another glimpse at what it is related to. Journal of Business Ethics91: 343–358.
36.
Van QuaquebekeNHenrichDCEckloffT (2007) “It’s not tolerance I’m asking for, it’s respect!” A conceptual framework to differentiate between tolerance, acceptance and respect. Gruppendynamik und Organisationsberatung38: 185–200.
37.
Van KnippenbergD (2011) Embodying who we are: Leader group prototypicality and leader effectiveness. Leadership Quarterly22: 1078–1091.
38.
WilsonJ (2012) Volunteerism research: A review essay. Nonprofit and Voluntary Sector Quarterly41: 176–212.
39.
YangCNaySHoyleRH (2010) Three approaches to using lengthy ordinal scales in structural equation models: Parceling, Latent scoring, and shortening scales. Applied Psychological Measurement34: 122–142.
