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1 – 4 of 4Bhavani Ramamoorthi, Aini-Kristiina Jäppinen and Matti Taajamo
This study aims to examine how leadership identity manifests at the individual and collective levels within a relational training context among a group of multicultural higher…
Abstract
Purpose
This study aims to examine how leadership identity manifests at the individual and collective levels within a relational training context among a group of multicultural higher education students.
Design/methodology/approach
This is a case study and examines the interactions among eight multicultural students through the theoretical lens of leadership identity development (LID) theory.
Findings
The main findings of this study suggest that LID manifests through an open will and intensifying motivation to the collective impulse of achieving shared goals through nurturing the collective cognition to integrate diverse perspectives and a broadening view of leadership as a collective capacity for co-creation and generativity.
Research limitations/implications
Although the paper builds on a case study with a limited number of participants and the ability to generalise its findings is partial, the study may provide practical applications for training leadership in other collaborative contexts and supporting it at the individual and collective levels.
Originality/value
The LID theory and LID model have been applied simultaneously to a training lab to examine how LID manifests among a multicultural group of higher education students. The lab emphasises a participatory leadership-oriented pedagogy.
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Jonathan Orsini and Hannah M. Sunderman
The current paper is part of a larger scoping review project investigating the intersection of leader(ship) identity development and meaning-making. In this review, we analyzed…
Abstract
Purpose
The current paper is part of a larger scoping review project investigating the intersection of leader(ship) identity development and meaning-making. In this review, we analyzed 100 articles to determine the current extent of literature that covers the intersection of leader(ship) identity development, meaning-making and marginalized social identities.
Design/methodology/approach
A review of the extant literature is included, and a conceptual model is suggested for further exploration into this critical and under-researched domain.
Findings
More research is needed at the intersection of leadership identity development, meaning-making and marginalized social identities.
Originality/value
As this area of study has expanded, scholars have noted an absence of research on the effect of multiple social identities, especially marginalized identities, on meaning-making and leadership identity construction.
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