Article Volunteer leadership: The role of pride and respect in organizational identification and leadership satisfaction Edwin J Boezeman Department of Social and Organizational Psychology, Institute for Psychological Research (LU – IPR), Leiden University, Leiden, The Netherlands Naomi Ellemers Department of Social and Organizational Psychology, Institute for Psychological Research (LU – IPR), Leiden University, Leiden, The Netherlands Abstract We introduce and test with structural equation modeling an identity-based model of volunteer leadership (Study 1: N ¼ 109 volunteers; Study 2: N ¼ 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. Keywords Volunteer leadership, pride, respect, identification with the non-profit organization, satisfaction with the leadership, volunteer work Many non-profit organizations (e.g. charities, faith-based institutions, political parties, etc.) run on the efforts of volunteers (i.e. unpaid workers). While leadership is essential to coord- inate and motivate the efforts of volunteers, non-cooperation (e.g. deviation from organiza- tional guidelines and rules) and non-acceptance of leadership (e.g. agitation against leaders) Corresponding author: Edwin J Boezeman, Department of Social and Organizational Psychology, Institute for Psychological Research (LU – IPR), Leiden University, Wassenaarseweg 52, P.O. Box 9555, 2300 RB Leiden, The Netherlands. Email: EBoezeman@fsw.leidenuniv.nl, E.J.Boezeman@amc.uva.nl Leadership 2014, Vol. 10(2) 160–173 ! The Author(s) 2014 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav DOI: 10.1177/1742715012467487 lea.sagepub.com