Leadership and Identity Construction: Reframing the Leader-Follower                 Interaction from an Identity Theory Perspective

Lührmann, Thomas; Eberl, Peter

doi:10.1177/1742715007073070

Cited by 48 publications

(42 citation statements)

References 42 publications

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“…Identity research sheds light on various issues, which have tremendous impact on our understanding of the leadership process. Luhrmann and Eberl () explored the dynamics of identity building and suggest four issues that are related to leader identity: (a) identity is about motivation, (b) identity is about conformity and authenticity, (c) identity is about power, and (d) identity is about relationships. Furthermore, Luhrmann and Eberl posited that identity theory draws us to the fact that leadership is relational.…”

Section: Review Of Literaturementioning

confidence: 99%

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Mentoring and Leader Identity Development: A Case Study

Muir¹

2014

Human Resource Dev Quarterly

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This study explored the influence of a formal mentoring program on the leader identity development of participants and how they developed their leader identity during their participation in a nondegree leadership development certification program. The central research question of this study was: How does a participant's identity as a leader develop over time and what influence does a formal mentoring program have on the formation of a leader identity. A qualitative case‐study approach with in‐depth semi‐structured interviews was used to gather the perspectives of participants and mentors. The study included 25 research participants including 11 mentor dyads. Three themes emerged from the data: (a) the mentor partnership–leader identity discovery, (b) leader identity development through critical learning moments, and (c) leader identity development through self‐knowledge. Findings of this research suggest that adult learning principles are instrumental components to the leader identity development process. The participants believed that their formal mentoring experience was pivotal to the discovery and development of their leader identity. Additionally, critical reflection on the critical learning moments was another of the key factors that led to their development of their identity as a leader. Suggestions for future research include: (a) the effects of adult learning approaches on leader identity development, and (b) the effect mentoring may have on the different stages of identity development.

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Section: Review Of Literaturementioning

confidence: 99%

“…According to identity theory, identities can be constructed and not be made manifest to the self. A leader identity is seen as a strategic identity, since it serves a strategic purpose in interaction (Luhrmann & Eberl, ).…”

Section: Review Of Literaturementioning

confidence: 99%

Mentoring and Leader Identity Development: A Case Study

Muir¹

2014

Human Resource Dev Quarterly

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“…The Self‐Identity Influence in the ICM draws upon Maddux and Gosselin's () work to describe self‐identity as one's answer to the question “Who am I?” (Egan et al, ). Self‐identity is a multidimensional construct that subsumes other self‐related descriptors such as self‐concept and self‐efficacy, is built through introspection, self‐reflection and social processes (Lührmann & Eberl, ), and has a strong impact on emotions, attitudes, and behavior (Leary & Tangney, ). From these perspectives, leader self‐identity evolves through thinking of oneself as a leader and internalizing a leader identity as a central part of self‐identity (Lord & Hall, ).…”

Section: The Integrated Capacious Model: Fusing Systems Influences mentioning

confidence: 99%

The Capacious Model and Leader Identity: An Integrative Framework

Campbell¹,

Shollen²,

Egan³

et al. 2019

J of Leadership Studies

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The Integrated Capacious Model of Leadership Identities Construction (ICM) is a framework for understanding leader identity that integrates four extant leader identity theories with the systems and influences in the Capacious Model of leader identity. The ICM's systems (Individual System, Microsystem, Mesosystem, Exosystem, Macrosystem, and Chronosystem) contextualize leader identity in time and space; its influences (Purpose/Calling, Self‐Identity, Social Identity, and Relationships) pinpoint select factors that affect the construction of leader identities; and its integrated theories (Narrative Identity, Identity Theory, Social Identity Theory, and Social Constructionism) address the leader identity construction process. The ICM speaks to calls for interdisciplinary, multi‐level frameworks that are situated within the stream of scholarly literature on leader identity, as the model presents leader identity as a construct located across space, time, and people, rather than the purview of a heroic leader or single instance of identity claiming. Connecting established identity theories, systems, and influences results in a descriptive, practical model of leader identity. Examples are provided of the practical utility of using the ICM as a diagnostic tool for constructing a leader identity, designing leader development programs, and identifying gaps in leader identity scholarship.

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“…Visionary leadership is the creation and communication of view of a desired goal that clarifies the current situation and assuring commitment to better future (Dhammika, 2014). Culture based leadership has a lot of characteristics such as identity negotiation (when leaders draft an identity proposal in interacting with followers); identity balance (when leader and follower identities are validated); task interaction (when leaders and followers concentrate on the tasks and their identities remain unchanged); and identity conflict (when identity balance is challenged and reconstruction is needed (Eberl, 2007). The impact of leadership style on technology transfer effectiveness has not been implied in the literature.…”

Section: Investigating the Leadership Style Effect On The Technology mentioning

confidence: 99%

Investigating the Leadership Style Effect on the Technology Transfer Effectiveness: A Proposed New Model (An Applied Study on the Dairy Manufacturing Sector in Egypt)

Soliman¹

2016

IJBM

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Purpose: Different leadership styles' effects on technology transfer effectiveness have not been implied in the literature. This study seeks to theoretically investigate the effect of five leadership styles; Classified according to personal authority of the leader; On technology transfer effectiveness.Design/methodology/approach: This study identifies five leadership styles which affect technology transfer effectiveness including transformational leadership, transactional leadership, visionary leadership, charismatic leadership and culture based leadership. This study associates these five leadership styles to technology transfer effectiveness. A conceptual model is tested using a survey data collected from a sample of manufacturing plants in the dairy manufacturing sector in Egypt. Findings:The results indicate that only four leadership styles significantly affect technology transfer effectiveness. Visionary leadership style has the strongest significant effect on technology transfer effectiveness, followed by culture based leadership style, then charismatic leadership style then transactional leadership. Transformational leadership does not significantly affect technology transfer effectiveness.Research Limitation/Implications: Transformational leadership has been observed to have no significant effect on technology transfer effectiveness. A set of refined transformational leadership measures should be developed in future studies.Practical Implications: This paper identifies the importance of leadership styles in achieving the success of technology transfer. Originality/value:This study provides a theoretical foundation for the effect of the leadership styles on technology transfer effectiveness in the dairy manufacturing plants. This study is one of the first efforts that empirically examine the effect of leadership styles on technology transfer effectiveness.

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Leadership and Identity Construction: Reframing the Leader-Follower Interaction from an Identity Theory Perspective

Cited by 48 publications

References 42 publications

Mentoring and Leader Identity Development: A Case Study

Mentoring and Leader Identity Development: A Case Study

The Capacious Model and Leader Identity: An Integrative Framework

Investigating the Leadership Style Effect on the Technology Transfer Effectiveness: A Proposed New Model (An Applied Study on the Dairy Manufacturing Sector in Egypt)

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