Learning to Lead: Foundations of Emerging Leader Identity Development

Katherine Yeager, Jamie Callahan

    Research output: Contribution to journalArticlepeer-review

    13 Citations (Scopus)
    14 Downloads (Pure)

    Abstract

    The Problem. Organizations face several challenges that stand poised to place a significant strain on the availability of qualified leaders. Flatter organization structures, the use of more teams, and impending retirements of the Baby Boomer generation mean that the field of HRD must be prepared to help organizations develop the next generation of leaders. Scholars and practitioners must ensure that leader development initiatives will effectively prepare the forthcoming leaders from amongst young adults. The Solution. The focus of this study was to develop an understanding of how leadership experiences shape leader identity development. We offer a model that explains the dynamic, interactive process of leader identity development. Specifically, this model identifies the importance of relationships, leading by example, authenticity, and the motivation to lead for young adults. The Stakeholders. HRD scholars and practitioners may use the findings in this study to target developmental initiatives for future leaders.
    Original languageEnglish
    Pages (from-to)286-300
    JournalAdvances in Developing Human Resources
    Volume18
    Issue number3
    Early online date27 Apr 2016
    DOIs
    Publication statusPublished - Aug 2016

    Fingerprint

    Dive into the research topics of 'Learning to Lead: Foundations of Emerging Leader Identity Development'. Together they form a unique fingerprint.

    Cite this