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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…

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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. 45 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Open Access
Article
Publication date: 15 July 2021

Dustin K. Grabsch, Lori L. Moore and Kim E. Dooley

Identity has emerged as a compelling force in understanding leadership. Situated within the identity approach to leadership, this study explored identity within the context of…

Abstract

Identity has emerged as a compelling force in understanding leadership. Situated within the identity approach to leadership, this study explored identity within the context of leadership for both assigned (i.e., positional) and emergent (i.e., nonpositional) student leaders. Findings from this study suggest that a distinct set of a leader’s identities is active in college student leadership and that personal identities are most salient to leaders. By making connections between identity and leadership, educators and practitioners may strengthen their understanding of how their curriculum and workshops may serve as identity workspaces for leaders.

Details

Journal of Leadership Education, vol. 20 no. 3
Type: Research Article
ISSN: 1552-9045

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.

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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

Article
Publication date: 27 June 2024

Kate McCombs, Ethlyn Williams and Bryan Deptula

This study aims to explore individual leader identity development across four key dimensions: strength, integration, meaning and inclusiveness.

Abstract

Purpose

This study aims to explore individual leader identity development across four key dimensions: strength, integration, meaning and inclusiveness.

Design/methodology/approach

Around 70 semi-structured interviews with aspiring and practicing leaders were conducted to gather qualitative data.

Findings

The majority of individuals interviewed showed development or were developing in the dimensions of strength and integration. However, over half of the sample demonstrated underdevelopment in the dimensions of meaning and inclusiveness.

Originality/value

This study contributes to the existing literature by providing nuanced insights into the level and patterns of development across all four dimensions of leader identity within individuals. It reveals that while some symmetry of development across dimensions is possible, it is less prevalent than previously assumed.

Details

Qualitative Research Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1443-9883

Keywords

Open Access
Article
Publication date: 17 June 2024

Kate McCain and Gina Matkin

The purpose of this phenomenological study is to explore leader identity development experiences of emerging adults at a large Midwest university and how retrospective family…

Abstract

Purpose

The purpose of this phenomenological study is to explore leader identity development experiences of emerging adults at a large Midwest university and how retrospective family storytelling (Koenig Kellas, 2018) plays a role in the sense-making of the leader identity process. Through a unique, three-phase qualitative and narrative inquiry approach, this research further explores LID sense-making through retrospective family storytelling.

Design/methodology/approach

Qualitative phenomenology and narrative inquiry approach. Data collection consisted of three different data sets: (a) two semi-structured interviews, (b) leader artifacts and (c) journals.

Findings

The stories told by the emerging adults described how key messages influenced their identity within the context of leader identity development and their college experiences. Furthermore, a key finding in the narratives exhibited the stories emerging adults recalled in the sense-making of their leader identity centered on persevering, overcoming hardships and interpersonal connections and relationships. Findings from this research contribute to LID literature for leadership educators, researchers and practitioners in leader development.

Originality/value

The research presented in this article advances LID by using a narrative approach to explore the role of family narratives in identity development. Further, it approaches qualitative work with rigorous data collection and analysis processing using a cross-case analysis to develop leader identity archetypes. This study directly impacts those who work with emerging adult college students and supports the development of college student leaders.

Details

Journal of Leadership Education, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1552-9045

Keywords

Article
Publication date: 6 June 2024

Muhammad Mumtaz Khan, Muhammad Shujaat Mubarik, Syed Saad Ahmed and Tahir Islam

The purpose of this study is to understand how servant leadership affects employees’ community citizenship behavior by transforming their servant identity. Additionally, the study…

Abstract

Purpose

The purpose of this study is to understand how servant leadership affects employees’ community citizenship behavior by transforming their servant identity. Additionally, the study explicated whether the relationship between servant leadership and employees’ servant identity is contingent on leader–follower value congruence.

Design/methodology/approach

For this study data was collected from 468 employees working in the service industry in three waves which were undertaken with a lag of one month. The collected data was analyzed through structural equation modeling.

Findings

The results revealed that servant leadership is related to employees’ servant identity. The findings also substantiated the relationship between employees’ servant identity and their community citizenship behavior. The mediating role of servant identity linking servant leadership to employees’ community citizenship behavior was confirmed. Finally, leader–follower value congruence was found to moderate the relationship between servant leadership and employees’ servant identity.

Originality/value

The study is the first to ascertain the mediating role of servant identity linking servant leadership to employees’ community citizenship behavior. It is also the first study to ascertain that the effect of servant leadership on employees’ servant identity is contingent upon leader–follower value congruence.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-3983

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

Open Access
Article
Publication date: 18 April 2024

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…

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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.

Details

Journal of Leadership Education, vol. 23 no. 2
Type: Research Article
ISSN: 1552-9045

Keywords

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