Predicting Leadership Competency Development and Promotion Among High-Potential Executives: The Role of Leader Identity

Abstract

We propose that distinct leadership competencies differ in their development over time. Extending the integrative model of leader development (Day et al., 2009), we further propose that leader identity will form complex relationships with leadership competencies over time. To test these propositions, we use longitudinal data (i.e., 5 months, four measurement points) of the 80 in total high-potential executives in a corporate leadership development program. We find a significant difference in the initial levels and the changes of eight distinct leadership competencies. We also find that leader identity relates to the development of certain-but not all-leadership competencies. Finally, we demonstrate the importance of developing leadership competencies by linking them to career advancement (i.e., job promotion). These findings are discussed in light of their theoretical and practical implications.

Becoming a Leader: Emergence of Leadership Style and Identity

“…During this transition, new leaders internalize a leader identity as they compare themselves to other new leaders and organizational expectations (DeRue et al, 2009). They see themselves as leaders as they behave more like leaders and realize they are, or can become, competent leaders (Kragt & Day, 2020). In a positive spiral, they relinquish their old identity or add "leader" to it.…”

“…A strong leadership identity motivates leaders to act in more leader-like ways, which further entrenches a leader identity as part of one’s self-concept (Snook et al, 2010). As new leaders learn their new role, their new behavioral repertoires create a new professional identity and motivate their desire to be a leader in both their current position and likely for advancement to increasing levels of responsibility (Kragt & Day, 2020).…”

“…The history of leadership research and practice considers styles of leadership (behavioral patterns) that are most effective under different conditions, how they are related to leaders' personality, and training and performance programs to develop and reinforce leadership styles to match organizational expectations and culture (Hunt & Fedynich, 2018;Yukl & Gardner, 2020). There is less attention to how individual leaders, especially new leaders, acquire a style of leadership as they perform their new role and incorporate this style in their identity as a leader (Kragt & Day, 2020;London & Sherman, 2021;Maurer & London, 2018;Middleton et al, 2019). Becoming a leader is shaped by new leaders' early challenges and the support they receive from their supervisors and others.…”

“…Individual characteristics and organizational conditions contribute to early signs of leadership style (Bandura, 1989, 1997, 2001; McClelland, 1965; Day & Dragoni, 2015; Day & Sin, 2011; Kragt & Day, 2020). Drawing on theories of identity development (Ibarra et al, 2014), leader categorization (Lord & Maher, 1993), work adjustment (Dawis & Lofquist, 1984), and role transition (Ashforth, 2001), and the concepts of power beliefs (Maner, 2017; Maner & Case, 2016; Maner & Mead, 2010) and motivation to lead (Chan & Drasgow, 2001), this paper considers how early behaviors that are indicative of a leadership style shape new leaders’ self-awareness as a leader and the type of leader they become.…”

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

“…A leader identity approach to executive coaching and leader development emphasises the importance of the intrapersonal dynamics within every individual, which are less visible, and yet foundational, to their leader performance (Chui Lai Man, 2018;Hammond et al, 2017;Day & Dragoni, 2015). Empirical support for leader identity as a platform for individuals to take step into leadership, and for leader effectiveness, continues to grow (Epitropaki, Kark, Mainemelis, & Lord, 2017;Kragt & Day, 2020;Kragt & Guenter, 2018). The leader identity literature highlights the foundational role of an individual's leader identity in accelerating the adoption of leadership skills; increasing their initiative taking, enhancing their motivation to lead, and building their selfconfidence is doing so (Chui Lai Man, 2018).…”