A multilevel, identity-based approach to leadership development

Day, David V.; Harrison, Michelle M.

doi:10.1016/j.hrmr.2007.08.007

Cited by 438 publications

(530 citation statements)

References 24 publications

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“…This development in turn contributes to the healthy integration of their multiple identities. This result contributes to the literature on the development of professional identities (e.g., Day & Harrison, 2007;Ibarra, 1999;Lord & Hall, 2005;Pratt et al, 2010) and specifically to the emerging stream of literature on the ways in which individuals conduct identity work by reaching an optimal balance between their personal and professional identities (e.g., Kreiner, Hollensbe, & Sheep, 2006). Moreover, this research represents a step toward theoretically integrating structural and attitudinal factors that together constitute second-generation gender bias (Ely et al, 2011).…”

Section: Theoretical Contributionssupporting

confidence: 53%

“…We adopt the view that leaders develop their professional identities through experience (Day, 2000;Day & Harrison, 2007;Ely et al, 2011;Hall, 2002;Ibarra, Snook, & Guillén Ramo, 2010;McCall, 2004). Literature that defends this view explicitly links leadership development and identity processes and assumes that work-related identities change over time as individuals progress through distinct career stages (Hall, 2002).…”

Section: The Role Of Leadership Experiencementioning

confidence: 99%

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Identity Challenges of Women Leaders: Antecedents and Consequences of Identity Interference

Karelaia

Guillén

2011

SSRN Journal

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. We explore the antecedents and consequences of women leaders' identity interference related to the perceived conflict between their roles as both women and leaders. Drawing on identity development and organizational demography research, we propose that leadership experience reduces women leaders' identity interference, whereas women's numerical underrepresentation in organizations exacerbates it. Moreover, we hypothesize that identity processes related to collective self-esteem-personal regard for one's collective identity and the perception of others' views of it-mediate these effects. A sample of 722 women leaders representing a diverse range of countries and industries supported our Terms of use: Documents inhypotheses. We also demonstrate that identity interference reduces the psychological well-being of women leaders and undermines their affective motivation to lead. In contrast, perceived conflict between leader and female

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Section: Theoretical Contributionssupporting

confidence: 53%

Section: The Role Of Leadership Experiencementioning

confidence: 99%

Identity Challenges of Women Leaders: Antecedents and Consequences of Identity Interference

Karelaia

Guillén

2011

SSRN Journal

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“…Identity and identification processes have received close attention from many researchers in the field of leadership theory and development (Day & Harrison, 2007;Lord & Hall, 2005). At the individual level of analysis, personal identification and organizational identification are some of the concepts examined in the literature.…”

Section: Follower-leader Identification and Contextual Performancementioning

confidence: 99%

Transformational leaders and work performance: the mediating roles of identification and self-efficacy

Cavazotte

Moreno

Bernardo

2013

BAR, Braz. Adm. Rev.

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In this study we investigate the connections between transformational leadership and subordinate formal and contextual performance among Brazilian employees. We also proposed and tested two mediating processes through which transformational leaders would enhance the performance of their staff: stronger follower identification with the leader and efficacy beliefs. These relations were tested with a sample of 107 managers from a multinational company that operates in the financial sector. The proposed structural equation model was assessed with Partial Least Squares (PLS) techniques. The results suggest that perceived transformational leadership is associated with higher levels of task performance and helping behaviors. Moreover, the proposed mediating processes were empirically supported. We discuss implications for theory and practice.

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“…This is a more thoroughgoing expectation of obedience than the deference expected by the professional, or the contractual authority of the manager. The development of leaders, and leadership, therefore, requires a more integral focus on the character of leaders -on their intellectual, affective and moral selves as well as on their behavioural competencies (Carroll and Levy 2010;Day and Harrison 2007;Richards 2008), which has been reflected in the content of growing leadership development provision in the public services in the UK, as well as many other countries (Luckcock 2007;Wallace, O'Reilly, Morris and Deem 2011).…”

Section: Ramifications For Practice and Resistancementioning

confidence: 99%

The Grit in the Oyster: Professionalism, Managerialism and Leaderism as Discourses of UK Public Services Modernization

Reed

O’Reilly

2011

Organization Studies

114

105

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The representation of organizational agency in UK policy discourse on public service modernization is analysed in order to disclose the legitimation of elite organizational centres and the structuring of organizational peripheries and their potential for resistance. Three discourses are identified and explored: the residual, but still potent, discourse of professionalism; the dominant discourse of managerialism; and the emergent discourse of leaderism. The emergent discourse of leaderism is shown to be linked to an imaginary of neo-bureaucratic organizing, which represents an evolution of New Public Management. As such, the analysis of leaderism, a new form of privileged agency, contributes an insight into the dynamics of public service modernization. This is developed through exploring leaderism's tension between its strong affinity with unitarist managerialism and its weaker linkages to quasi-pluralist stakeholder networks which create potentialities for new forms of active resistance.

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A multilevel, identity-based approach to leadership development

Cited by 438 publications

References 24 publications

Identity Challenges of Women Leaders: Antecedents and Consequences of Identity Interference

Identity Challenges of Women Leaders: Antecedents and Consequences of Identity Interference

Transformational leaders and work performance: the mediating roles of identification and self-efficacy

The Grit in the Oyster: Professionalism, Managerialism and Leaderism as Discourses of UK Public Services Modernization

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