The Motivation and Formula behind Leader Identity Development

PhD Importance and Theoretical Base This research will look specifically at the process of Leader Identity Development, in particular the triggers that cause assumptions to be challenged, questioned, or supported in the... [ view full abstract ]

PhD Importance and Theoretical Base

This research will look specifically at the process of Leader Identity Development, in particular the triggers that cause assumptions to be challenged, questioned, or supported in the development of identity and, once these triggers are enacted the process of sensemaking (Weick et al. (2005)/sensebreaking (Pratt (2000)) as a way of understanding how leaders change identity fundamentally . More and more we are seeing that a leader’s identity or their picture of who they are as a leader forms the fundamental basis of an individual’s motivation and direction for development and change (Renn and Bilodeau (2005), Lord and Hall (2005), DeRue and Ashford (2010), Day and Harrison (2007) , Komives (2012)). When we look specifically at the triggers to the development process, acknowledging little has been studied at this micro level of the identity development process, it allows us to look at what sparks us to shed outdated identities that can often inhibit fundamental change.

As well as process, this research will explore the situation that is the concept of ‘Multi-Domain Leadership’ (MDL) as an identity development process. In other words looking at the leadership identity construct in the area of work, family and community and how through experience in multiple domains we can develop as leaders. The topic of leadership in the workplace has been widely researched (Kellerman (2012)and while this has given us valuable information about that domain the reproductive capacity and implications may be weakened because other domains have been overlooked. Research needs to be developed that reflects the multi-faceted nature of leadership situations. Graen and Uhl-Bien (1995) state that “In order to obtain the most comprehensive representation of the leadership process, the taxonomy suggests that more studies take on a multiple domain perspective”.


Research Questions & Methodology
When examining Leadership Identity Development as a Multi-Domain construct two particular research questions underpin this study:-
1.) What is the process of Leadership Identity Development? In particular what are the triggers that cause assumptions to be challenged, questioned, or supported and how does sensemaking/sensebreaking of these experiences foster development?
2.) To what extent do assumptions of Leadership affect Identity? Is this universal across domains or domain specific and what are the implications for match and mis-match of these assumptions in terms of Leadership Identity Development?
The methodology suggested is an action-based research approach using a multi-level analysis in conjunction with a business partner. Action research is used when the problems are not clear or are unknown based on the research questions. During this type of research the information will emerge slowly where the individuals who are currently doing the work that is under investigation act as participant researchers . Participants use reflective thought, discussion, decision and action to participate in collective research Adelman (1993) Importantly, because of the business partnership, this type of research integrates some practical outcomes related to the actual roles of the participants in this research project. Action research as a methodology has been common place in educational research particularly where the researchers are looking at classroom teaching practices Berg et al. (2004). The research will be carried out on multiple levels within the organisation. Dansereau et al. (1995) advocates multi-level analysis in the area of leadership and states “We believe that there is a lack of empirical data about the variables that (1) distinguish leaders from nonleaders, (2) capture how leaders differentiate among people, and (3) assess how situations influence leaders”. In light of this a 360 degree self-report for individual leaders will be carried out on a specific population using interviews/coaching/diaries giving us both qualitative and quantitative data.

Dissemination Plans and Implications
Though there is a clear gap in the academic research which this dissertation would hope to fill there are also several practical implications for this research.
The first is on an individual level. This research will give the individual leader guidance as to how they might engage in leadership practices outside the work domain and how these practices might be used to help them develop their skills to help boost their career. The second is on an organisational level. Other than the added benefit of ‘social business’ for the organisation when we understand and can influence the process of leadership identity development through outside participation it is another strategic arm of employee engagement unconstrained by internal hierarchy. In their research (Komives et al 2005) found that “Understanding the process of creating a leadership identity is central to designing leadership programs and teaching leadership”.

References

Adelman, C. (1993) 'Kurt Lewin and the origins of action research', Educational action research, 1(1), 7-24.

Berg, B. L., Lune, H. and Lune, H. (2004) Qualitative research methods for the social sciences, Pearson Boston, MA.

Dansereau, F., Yammarino, F. J., Markham, S. E., Alutto, J. A., Newman, J., Dumas, M., Nachman, S. A., Naughton, T. J., Kim, K., Al-Kelabi, S. A., Lee, S. and Keller, T. (1995) 'Individualized leadership: A new multiple-level approach', The Leadership Quarterly, 6(3), 413-450.

Day, D. V. and Harrison, M. M. (2007) 'A multilevel, identity-based approach to leadership development', Human Resource Management Review, 17(4), 360-373.

DeRue, D. S. and Ashford, S. J. (2010) 'Who will lead and who will follow? A social process of leadership identity construction in organizations', Academy of Management Review, 35(4), 627-647.

Graen, G. B. and Uhl-Bien, M. (1995) 'Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective', The Leadership Quarterly, 6(2), 219-247.

Kellerman, B. (2012) 'The end of leadership'.

Komives, S. R. (2012) 'College student leadership identity development' in Early Development and Leadership:Building the Next Generation of Leaders, Taylor and Francis, 273-292.

Komives, S. R., Owen, J. E., Longerbeam, S. D., Mainella, F. C. and Osteen, L. (2005) 'Developing a leadership identity: A grounded theory', Journal of College Student Development, 46(6), 593-611.

Lord, R. G. and Hall, R. J. (2005) 'Identity, deep structure and the development of leadership skill', Leadership Quarterly, 16(4), 591-615.

Pratt, M. G. (2000) 'The Good, the Bad, and the Ambivalent: Managing Identification among Amway Distributors', Administrative Science Quarterly, 45(3), 456-493.

Renn, K. A. and Bilodeau, B. (2005) 'Queer Student Leaders: An Exploratory Case Study of Identity Development and LGBT Student Involvement at a Midwestern Research University', Journal of Gay & Lesbian Issues In Education, 2(4), 49-71.

Weick, K. E., Sutcliffe, K. M. and Obstfeld, D. (2005) 'Organizing and the Process of Sensemaking', Organization Science, 16(4), 409-421.

Leadership, Identity, Development, Sensemaking, Sensebreaking, Action Research, Business [ view full abstract ]

Leadership, Identity, Development, Sensemaking, Sensebreaking, Action Research, Business