Being a Leader and Doing Leadership: The Cross-domain Impact of Family and Friends on Leader Identity and Leader Behaviors at Work
Journal of Leadership and Organizational Studies
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.
360 survey, leader development, leader identity, multidomain leadership, transformational leadership
Michael E. Palanski, Jane S. Thomas, Michelle M. Hammond, Gretchen V. Lester, and Rachel Clapp-Smith. "Being a Leader and Doing Leadership: The Cross-domain Impact of Family and Friends on Leader Identity and Leader Behaviors at Work" Journal of Leadership and Organizational Studies (2021): 273-286. https://doi.org/10.1177/15480518211005452