Leadership and Identity

Ibarra, Herminia; Wittman, Sarah; Petriglieri, Gianpiero; Day, David V.

doi:10.1093/oxfordhb/9780199755615.013.015

Cited by 38 publications

(40 citation statements)

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“…Therefore, we exclude studies on identity among entrepreneurs, self-employed, and employees of not-for-profit organizations, whose work lacks some or all of these characteristics (e.g., students). In addition, we also exclude leader identity and identification literature, partly because of the ambiguous and contested nature of leader identity (e.g., DeRue, Ashford, & Cotton, 2009), and refer interested readers to separate reviews of this literature (Ibarra, Wittman, Petriglieri, & Day, 2014; van Knippenberg et al, 2004).…”

Section: Defining Work Identitymentioning

confidence: 99%

Identity and identification at work

Miščenko

Day

2016

Organizational Psychology Review

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178

166

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Work identity and identification have generated a great deal of interest in the fields of organizational psychology and organizational behavior. Given several theoretical perspectives available to study work identity, the field has developed in somewhat haphazard fashion with independent streams of research investigating the same or highly similar phenomena. In the present review, we provide a broad overview of theoretical approaches and topics in work identity literature to inform and guide future integration. We review over 600 published articles and organize the literature along two dimensions: level of identity inclusiveness (i.e., individual, interpersonal, and collective) and static/dynamic approaches to identity change. Within each review category, a brief summary of extant research is provided, along with suggestions for future research.

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Section: Defining Work Identitymentioning

confidence: 99%

Identity and identification at work

Miščenko

Day

2016

Organizational Psychology Review

Self Cite

178

166

View full text Add to dashboard Cite

show abstract

“…Likewise, the results shed light on various aspects of leader identity construction (see Ibarra et al, 2014 for a detailed discussion of the various streams of leader identity research). Insofar as leader identity is socially constructed, we gain insight into how this process may occur.…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 87%

Being a Leader and Doing Leadership: The Cross-domain Impact of Family and Friends on Leader Identity and Leader Behaviors at Work

Palanski

Thomas

Hammond

et al. 2021

Journal of Leadership & Organizational Studies

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This research presents a cross-domain exploration of leader identity. Drawing from theory about multidomain leader development and leader identity social processes, we examine how endorsement as a leader by those internal and external to work can impact an individual's own self-internalized sense of identity as a leader at work. Specifically, we examine how the collective endorsement of one's leader identity by family and friends in addition to work colleagues (managers, peers, and direct reports) influences the individual’s own self-internalized sense of identity as a leader at work. We also examine the relationship of the individual’s self-internalized sense of identity as a leader at work to enacted transformational leadership and contingent reward behaviors as rated by colleagues in the work domain. Data from a multisource and multidomain 360° evaluation of 256 leaders by 3,255 raters in the United States and Ireland provide support for the hypothesized relationships. Implications for theory and practice are discussed.

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“…Ibarra et al. (2014) indicate that there are three main distinct, but interrelated, approaches to investigating leader identity.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Second, there are researchers who draw on social identity theory and who investigate the way in which leaders embody the prototypical characteristics of the group they represent (Van Knippenberg and Hogg, 2003). Third, Ibarra et al. (2014) identify a social constructionist trend within leadership research which focuses on the relational and social processes through which individuals claim and grant leader and follower identities (DeRue and Ashford, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

A discursive analysis of the in situ construction of (Japanese) leadership and leader identity in a research interview. Implications for leadership research

Clifton

Dai

2019

Leadership

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Interviews are a way, if not the key way, in which knowledge of leadership and leader identity is sought. Yet, the interviews as a site of the construction of this knowledge are often “black-boxed” and few scholars consider how the “what” of leadership and leader identity are constructed as in situ social practice. Taking a discursive approach to leadership, and using membership categorization analysis as a methodological tool, this paper considers the identity work that participants do when constructing (Japanese) leadership and leader identity in a research interview. Findings indicate that leader identity is fragmented and contradictory and that identity work is skewed to producing a morally acceptable leader identity that has little to do with revealing underlying truths of leadership as often assumed. On the basis of these findings, we call for the discursive turn in leadership research to go beyond considering leadership-in-action to also consider the way in which both meanings of leadership and leader identities are discursively constructed as in situ social practice, notably in research interviews. Second, we call for more careful consideration and analysis of research interview as a site for building knowledge of leadership and leader identities, which, close analysis reveals to be fluid, changeable, and even contradictory. Third, we argue that researchers should also analyze what the particular constructions of leadership and leader identities “do.” This aligns with calls for more critical approaches to leadership studies that challenge hegemonic views of leadership and seek to make visible the power dynamics of presenting leadership and leader identity in one way rather than another.

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Leadership and Identity

Cited by 38 publications

References 0 publications

Identity and identification at work

Identity and identification at work

Being a Leader and Doing Leadership: The Cross-domain Impact of Family and Friends on Leader Identity and Leader Behaviors at Work

A discursive analysis of the in situ construction of (Japanese) leadership and leader identity in a research interview. Implications for leadership research

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