Search results

1 – 10 of over 39000
Open Access
Article
Publication date: 23 February 2024

Nuala F. Ryan, Michelle Hammond and Sarah MacCurtain

The purpose of the study is an in-depth exploration of the processes through which a leader develops their leader identity in strength, meaning and integration, with resulting…

Abstract

Purpose

The purpose of the study is an in-depth exploration of the processes through which a leader develops their leader identity in strength, meaning and integration, with resulting enrichment outcomes.

Design/methodology/approach

Using multi-domain leader identity theory, this study provides an in-depth exploration of the processes through which a leader develops their leader identity. Set in a healthcare context, 26 participants took part in an 18-month multi-domain leadership development program.

Findings

Findings indicate a typology of leader identities, capturing the dynamic nature of leader identity based on combinations of strength and meaning. Our research also suggests that as the leader develops, their leader identity can change from a differentiated identity as a leader to a more integrated leader identity, with resulting enrichment outcomes.

Research limitations/implications

The results suggested value in inherently multi-domain focus using event-based reflection and, as such, are useful in leader identity development programs. We recommend future research generalize to other settings and a larger population.

Practical implications

By taking a multi-domain approach to leader identity development, the leader has the opportunity to learn and develop in a more holistic way. They are encouraged to reflect on and learn from leadership experiences throughout their entire lives, adding breadth and depth that are often overlooked in development programs.

Social implications

Developing leaders who understand who they are and are capable of critical self-reflection and learning is a fundamental requirement for the positive advancement of society.

Originality/value

The value of the study lies in the first longitudinal, work-based empirical study taking an explicitly multi-domain approach to leader identity development.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 8 October 2020

Henning Krug, Hannah V. Geibel and Kathleen Otto

The purpose of the present research was to examine the impact of identity leadership on employees' well-being mediated by team identification and trust in the leader.

1608

Abstract

Purpose

The purpose of the present research was to examine the impact of identity leadership on employees' well-being mediated by team identification and trust in the leader.

Design/methodology/approach

In study 1, N = 192 employees participated in a cross-sectional online survey measuring identity leadership, team identification, trust in the leader and well-being (i.e., job satisfaction, work engagement, burnout). In study 2, N = 72 university students participated in a vignette study that manipulated high/low identity leadership and tested its effect on team identification and trust in the leader.

Findings

In study 1, identity leadership predicted higher team identification, trust in the leader and well-being of employees. Team identification mediated the positive relationship of identity leadership with both job satisfaction and work engagement, while trust in the leader mediated the negative relationship of identity leadership with burnout. In study 2, team identification and trust in the leader were significantly higher in the high identity leadership condition.

Research limitations/implications

The findings are consistent with the few existing studies on the positive effects of identity leadership. However, due to the correlational nature of the data in study 1, future longitudinal field research is needed to support the current findings and further establish causality for the model as a whole.

Practical implications

Identity leadership seems to be promising to increase well-being among employees. Thus, leadership development programs to foster identity leadership and collective identity should be implemented in organizations and further tested with respect to well-being.

Originality/value

This research contributes to an emerging body of research on the social identity approach to leadership and supports the recent claims that social identity might be one of the links between leader behavior and well-being of employees. Moreover, this study is among the first to investigate and experimentally test the underlying mechanisms of identity leadership.

Details

Leadership & Organization Development Journal, vol. 42 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 26 January 2022

Katherine C. Cotter

Globalization introduces new challenges related to increased levels of diversity and complexity that organizations cannot meet without capable global leaders. Such leaders are…

Abstract

Globalization introduces new challenges related to increased levels of diversity and complexity that organizations cannot meet without capable global leaders. Such leaders are currently lacking, so a theory-based approach to global leader development is needed. A critical intermediary outcome that enables competent global leadership performance is global leader self-complexity, defined by the number of unique leader identities contained within a leader's self-concept (self-differentiation) and the extent to which the identities are integrated with the leader's sense of self (self-integration). This research aims to generate and test a theory of the development of global leader self-complexity through identity construction during international experiences. In Study 1, I gathered qualitative data through retrospectively interviewing 27 global leaders about identity-related changes following their international experiences. Using a grounded theory approach, I developed a theoretical model of global leader identity construction during international experiences, which I empirically tested using quantitative data in Study 2. Specifically, I tested the hypothesized relationships through structural equation modeling with cross-sectional survey data from a sample of 610 global leaders. Findings from both studies indicate global leader identity construction during international experiences primarily occurs through interacting with locals and local culture over a sustained period, motivated by appreciation of cultural differences and resulting in increased global leader self-complexity. These results advance understanding of the global leader self-complexity construct (i.e., what develops) and global leader development processes (i.e., how it develops). Additionally, the findings have practical implications for global leader development initiatives.

Book part
Publication date: 19 October 2020

Iain L. Densten

This chapter investigated how pre-existing ideas (i.e., prototypes and antiprototypes) and what the eyes fixate on (i.e., eye fixations) influence followers' identification with…

Abstract

This chapter investigated how pre-existing ideas (i.e., prototypes and antiprototypes) and what the eyes fixate on (i.e., eye fixations) influence followers' identification with leaders from another race. A sample of 55 Southeast Asian female participants assessed their ideal leader in terms of prototypes and antiprototype and then viewed a 27-second video of an engaging Caucasian female leader as their eye fixations were tracked. Participants evaluated the videoed leader using the Identity Leadership Inventory, in terms of four leader identities (i.e., prototypicality, advancement, entrepreneurship, and impresarioship). A series of multiregression models identified participants' age as a negative predictor for all the leader identities. At the same time, the antiprototype of masculinity, the prototypes of sensitivity and dynamism, and the duration of fixations on the right eye predicted at least one leader identity. Such findings build on aspects of intercultural communication relating to the evaluation of global leaders.

Book part
Publication date: 5 February 2024

Samuel Alexeeff, Emma Dearing, Kylie Lipscombe and Sharon Tindall-Ford

This chapter explores middle leadership identity through the real-world accounts of how two middle leaders construct and develop their leadership identity and how this impacts the…

Abstract

This chapter explores middle leadership identity through the real-world accounts of how two middle leaders construct and develop their leadership identity and how this impacts the way their middle leadership is practiced. Leadership identity, an internal narrative of oneself as a leader which is practised professionally in context, represents a concept that is best understood as being unique to an individual, enduring over time, and a consequence of human experiences. Middle leadership is often the first promotion for teachers from teacher to leader and, as such, how middle leaders perceive themselves as a leader and how this formative process of leadership identity underpins middle leaders’ practices can make a significant impact on a leader’s decision making, professional relationships, behaviours, and actions. This chapter is co-authored by two researchers and two middle leaders with the intention of understanding middle leader identity development and its influence on middle leadership practices. Using interviews, middle leaders’ stories of identity were co-composed and re-storied to construct each middle leader’s narrative. This chapter concludes with a discussion on the influences of identity for middle leaders and considerations for leadership development.

Details

Middle Leadership in Schools: Ideas and Strategies for Navigating the Muddy Waters of Leading from the Middle
Type: Book
ISBN: 978-1-83753-082-3

Keywords

Book part
Publication date: 25 November 2021

Celeste Raver Luning and Sylvie Raver

The journey to establish one’s core identity is a lifelong and tumultuous path represented as traversing a series of peaks, valleys, and plateaus. The journey unfolds over time…

Abstract

The journey to establish one’s core identity is a lifelong and tumultuous path represented as traversing a series of peaks, valleys, and plateaus. The journey unfolds over time, includes repeating cycles, and presents challenges when one must develop an identity to align with a new and unfamiliar role, such as that of a leader. Similar to one’s core identity, a leadership persona is dynamic and involves multiple transitions over time. The role of a leader and characteristics of leadership are often undefined and represent additional obstacles for women. Women in leadership positions shape their leader identities while navigating a labyrinth of barriers and contradicting directions.

This chapter highlights the dynamics of female leader identity through the story of one woman, Dr. Sylvie Raver, as she established her core identity and then worked to create her leader persona. Dr. Raver’s persona as a leader is dynamic and will continue to evolve throughout her lifetime. This story underscores how imposter sentiments can either hinder an individual’s growth along their journey or be used as a catalyst to help propel them forward in their professional life. Ultimately, the chapter emphasizes the importance of realizing that each aspect of oneself does not live isolated from another. Instead, all facets of identity can work together to shape both one’s core and leader identities.

Details

Women Courageous
Type: Book
ISBN: 978-1-83982-423-4

Book part
Publication date: 23 September 2013

Christabel L. Rogalin

This chapter seeks to theoretically answer the question: under which circumstances do groups succeed under female leadership? Further, is it possible to conceptualize the…

Abstract

Purpose

This chapter seeks to theoretically answer the question: under which circumstances do groups succeed under female leadership? Further, is it possible to conceptualize the engineering of groups such that group success under female leadership is a likely outcome?

Design/methodology/approach

In this chapter, I draw on identity control theory (Burke & Stets, 2009; Stets & Burke, 2005) and role congruity theory (Eagly, 2003) to discuss the implications for female leaders of the discrepancy between the female gender identity and the leader identity. Next, I draw upon status characteristics theory (Berger et al., 1972) to further illustrate the negative consequences of being a female leader. Then, drawing on group processes research, I make the explicit link between the negative expectations for female leaders on group performance through the endorsement of group members. Finally, I utilize innovative research using institutionalization of female leadership to propose a possible solution for improving group performance.

Research implications

I present nine testable hypotheses ready for empirical test.

Social implications

I propose that training materials underscoring the skills that females have as leaders can subvert the development of conflictual expectations facing female leaders, thus removing the deleterious effects on group performance. That is, if group members receive training that emphasizes the competencies and skills women bring to the group’s task and to the leadership role, then group performance will not be threatened.

Details

Advances in Group Processes
Type: Book
ISBN: 978-1-78190-976-8

Keywords

Article
Publication date: 28 August 2023

Ayesha Bano and Sadia Nadeem

This study aims to explore the factors that build positive leadership identities in women and reduce woman-leader identity conflict in societies with low gender equality. In doing…

Abstract

Purpose

This study aims to explore the factors that build positive leadership identities in women and reduce woman-leader identity conflict in societies with low gender equality. In doing so, it responds to calls to examine the role of “context” for women aspiring to leadership roles.

Design/methodology/approach

The required data were collected through semistructured interviews with 30 senior-level female leaders in the corporate sector of Pakistan and analyzed using NVivo.

Findings

Successful professional women are often facilitated by various social and organizational factors that boost their confidence and ability to view themselves positively as leaders, reducing woman-leader identity conflict. The main facilitators observed were egalitarian values practiced at home, male sponsorship in organizations and individual leadership experiences. Furthermore, the age and socio-economic status of women have also emerged as important factors contributing to the success of women leaders in Pakistani society, which is characterized by gender inequality and high power distance.

Practical implications

Organizations committed to developing women for leadership roles and attaining their gender diversity goals need to address the structural and psychological barriers that hinder women’s progress in the workplace. Moreover, men need to be engaged as allies to enable women’s advancement as organizational leaders.

Originality/value

This study highlights how culture, gender norms and significant experiences of women moderate equality lows in patriarchal societies. It aims to demonstrate that women can progress as leaders within a low gender-egalitarian culture in the presence of factors that facilitate the establishment of their identities as leaders, thus reducing identity conflict. In addition, the role that men can play in creating a supportive environment for establishing women’s leadership identities is particularly highlighted in this study.

Details

Gender in Management: An International Journal , vol. 39 no. 2
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 26 June 2023

Sakina Dixon, Jera Elizondo Niewoehner-Green, Stacy Smulowitz, Deborah N. Smith, Amy Rutstein-Riley and Trenae M. Thomas

This scoping review aims to examine peer-reviewed literature related to girls’ (age 0–18) and young women’s (age 19–30) leader identity development.

Abstract

Purpose

This scoping review aims to examine peer-reviewed literature related to girls’ (age 0–18) and young women’s (age 19–30) leader identity development.

Design/methodology/approach

This study uses a scoping review. A research librarian was consulted at the start of the project. Two sets of search terms (one for each age group) were identified and then used to find publications via our selected databases. The search results were uploaded to Covidence and evaluated using the determined inclusion and exclusion criteria. The final sample of articles for the review was analyzed using exploratory coding methods.

Findings

From the analysis, four domains were identified that influence girls’ and young women’s leader identity development: relationships, personal characteristics, meaningful engagement and social identities.

Originality/value

To the best of the authors’ knowledge, this is the first study to solely explore girls’ and young women’s leader identity development. The factors and domains identified provide useful guidance for future research and practice. The findings reveal considerations about leader identity that can inform the creation of effective leadership development initiatives for girls early in their lifespan. These interventions could provide girls with a strong leadership foundation that could drastically alter their leadership trajectories in adulthood. Previous research has conveyed the advantages of having more women participate in leadership. Thus, this potential not only benefits girls and women but organizations and society at large.

Article
Publication date: 23 October 2009

Tom Karp and Thomas I.T. Helgø

The objective of this article is to explore and challenge the concept of leadership by presenting a perspective on leadership as identity construction. The perspective presented…

4535

Abstract

Purpose

The objective of this article is to explore and challenge the concept of leadership by presenting a perspective on leadership as identity construction. The perspective presented is based on premises from the complexity sciences.

Design/methodology/approach

The article is based on a conceptual discussion.

Findings

Leadership is better understood as identity construction. This is because leadership emerges in the interaction between people as the act of recognising and being recognised. Leaders' images of themselves are therefore social constructions and the development of a leadership self (and thereby leadership) is coupled to the interaction between leaders and followers.

Research limitations/implications

The research is limited to a conceptual discussion. The findings need to be further explored and challenged by other methods. The discussion is focused on organisational leadership.

Practical implications

Leaders do not always have the control that mainstream leadership theory suggests. The act of leadership is therefore better understood as identity construction. In the article the authors suggest a conceptual framework for reflecting on leadership identity because self‐images influence people's acts as leaders. The concept of leadership is hence the ability to mobilise the discipline necessary to develop one's self by reflecting on identity in different contexts and coupling this to the acts of leadership.

Originality/value

The principal contribution is a conceptual discussion on the concept of leadership. This contribution provides managerial ideas and insights into the act of leadership in organisations faced with increasing complexity.

Details

Journal of Management Development, vol. 28 no. 10
Type: Research Article
ISSN: 0262-1711

Keywords

1 – 10 of over 39000