The appraisal of potential leader identity triggers and the impact on managerial leader identity over time

Abstract

Managers in business organisations are confronted daily by challenges of a fast-changing world. Managers hold multiple identities, one of which may be a leader identity. Despite so many potential identity triggers, leader identity development is not yet guaranteed for all managers. This is important as it has been found in leader identity scholarship that managers who hold a leader identity are more likely to be motivated, to learn and to act confidently as a leader which would better equip them to lead. This study explored the phenomenon of the appraisal by managers of potential identity triggers and the impact this has on leader identity development over time. A qualitative study was conducted interviewing four managers over an eight-month period using the methodology of longitudinal interpretative phenomenological analysis. This allowed for a nuanced rich understanding of the phenomenon to be reached. The study offers six novel theoretical contributions to the extant scholarship on leader identity development of managers. Firstly, through offering a framework demonstrating how the dynamic interplay in the inter identity network, particularly between the self-identity and the leader identity, impacts leader identity development. Secondly, the self-identity acts as a buffer and filters out potential leader identity triggers, limiting the potential for leader identity development. Thirdly, the past self-identity acts as a constraint or motivator on leader identity development. Fourthly, leader identity development occurs when the narrative shift finds an alignment and synergy with the self-identity. Fifth, a leader identity narrative shift does not automatically lead to identity enactment. Enactment requires the influences of agency and locus of control, learning goal orientation and clarity of aspirational leader identity. Sixth, leader identity development cannot be accurately interpreted at single time points and is better gauged over a longer period. Responses vary over time and may be expansionary and/or diminishing at different time points. This study provides practical contributions to the institutions and practitioners and professionals who are dedicated to the field of leader development. The findings also support managers to better understand their own leader identity development to better engage in fastchanging world.