An Empirical Investigation of Leader Identity Formation and Implications for Executive Coaching and Leadership Development

Abstract

This article addresses a gap in understanding about leader identity, specifically its formation across the course of an individual's life, and the impact of identity enablers and derailers on this process. To begin to address this gap, this article reports survey data exploring these aspects of identity formation with a global, working adult population (n=1018). Results provide empirical support for identity formation as a dynamic, variable process. Results also indicate a positive correlational relationship between the strength of an individual's leader identity and the specific leader identity enablers reported in the leader identity literature. Together these findings provide preliminary, empirical support for Leader Identity Formation Theory (LIFT), whilst also suggesting areas for future research. Given the role of leader identity in enabling enhanced leader effectiveness, the practical implications of these results for executive coaching and leadership development are also discussed.

A framework for the facilitation of accelerated leadership and management capability development in the workplace

“…Traditionally, much of the investment in leadership and management learning and development has focused on structured courses and programs such as MBAs and facilitated leadership courses; however, formal training programs have increasingly been criticized for not developing the leadership and management capabilities individual managers need (Mintzberg 2004;Sharma 2017) and can apply to business operations. Increasingly, organizations are adopting strategies that promote leadership and management development within the working environment, such as experiential, action or projectbased learning, and executive coaching (Birkenshaw and Gudka 2022; Perusso et al 2021;King and Smith 2020;Skinner 2020).…”