The license-to-fail theory generally gives more leeway to leaders who are more likely to fail and consequently endure fewer consequences after their failure. In relation to the main research question, Giessner and Knippenberg (2008) developed the analysis of the social identity of leadership. This theory was initially put forward by Hogg and van Knippenberg (2003). As mentioned above, this theory mainly focuses on some factors that give leaders more credit and superiority than deserved in the eyes of their colleagues.