Role of social identity for effective leadership by frontline supervisors

Abstract

This study aims to understand how frontline supervisors in the South African mining industry, leverage of social identity dynamics to acquire legitimacy, authority and influence in high-risk multicultural environments. The study employs a qualitative research methodology to examine examines how social identity shapes effective team leadership practices. The findings reveal that frontline supervisors establish legitimacy by being authentically caring, rather than through their position. The results of the study identifies three dimensions of engagement (physical, cognitive, and emotional) that frontline supervisors use to create cohesion by listening to concerns, interest in welfare, and involving workers in decisions. The study contributes towards Social Identity Theory by demonstrating that leaders coordinate multiple identity categories to strengthen team cohesion. The findings challenge mining organisations to develop culturally informed and emotionally intelligent leadership training over technical competency training. The study provides a framework for developing supervisory leaders who can care for the individuals and the organisation.