In two studies we investigate how level of surveillance moderates followers' responses to leaders with whom they either do or do not share identity. Study 1 (N=80) demonstrated that imposing high surveillance where identity is shared with a leader undermined perceptions of the leader as a team member, reducing levels to that of leaders without a shared identity. Study 2 (N=84) replicated this finding, also demonstrating that willingness to work for the group declined when leaders with shared identity used high surveillance (compared to a low surveillance condition). This process was partially explained by perceptions that surveillance was an invasion of privacy Together, these studies illustrate that the benefits of shared identity are easily undermined when a leader uses surveillance in a context where it is unnecessary. Copyright (C) 2009 John Wiley & Sons, Ltd.