TY - JOUR
T1 - Learning to Lead: Foundations of Emerging Leader Identity Development
AU - Yeager, Katherine
AU - Callahan, Jamie
PY - 2016/8
Y1 - 2016/8
N2 - 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.
AB - 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.
KW - millennial generation
KW - leader identity
KW - leader development
KW - young adults
KW - adolescent leadership development
U2 - 10.1177/1523422316645510
DO - 10.1177/1523422316645510
M3 - Article
VL - 18
SP - 286
EP - 300
JO - Advances in Developing Human Resources
JF - Advances in Developing Human Resources
SN - 1523-4223
IS - 3
ER -