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Leaders are more effective the more they contribute to employees’ experiences of shared identities of their teams and organizations. Efforts to create such shared identities are referred to as identity leadership and comprise, for instance, the leader to represent the group well (identity prototypicality) or to create structures that bring the group members together (identity impresarioship). In this symposium, we will look at identity and leadership from various new perspectives that develop the field further. The first presentation by van Dick and colleagues presents results from a survey study conducted in 20 countries with over 5.000 participants that validates the structure and predictive power of the identity leadership inventory. Second, Wong and colleagues focus on one component of identity leadership, namely identity entrepreneurship and show that the links between entrepreneurship, leader-member exchange and innovation are moderated by culture such that the links are stronger in the US compared to Norway. The third presentation by Lemoine and colleagues presents results from two studies (one correlational and one experimental) that provides insights into the mechanisms of identity leadership increasing organizational commitment by creating a shared group identity and allowing followers to participate in the decision processes. Fourth, Monzani et al. will look at the link between authentic leadership and employee voice and show – based on leader-follower dyadic data - how this relation is moderated by leader’s identity prototypicality and employees’ organizational identification. Finally, Wegge et al. provide new evidence on the glass cliff phenomenon (i.e. that women are appointed to risky leadership positions). Based on two experimental studies, they find no direct evidence for the glass cliff phenomenon but rather show that organizational identification and performance predict a leader’s appointment.