Learning to lead: Foundations of emerging leader identity development.

Yeager, K.; Callahan, J.L.

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 human resource development (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 among 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.

Citation

Yeager, K., & Callahan, J. (2016). Learning to lead: Foundations of emerging leader identity development. https://doi.org/10.1177/1523422316645510

• Journal Article Type: Article
• Online Publication Date: Apr 27, 2016
• Publication Date: 2016
• Deposit Date: Oct 19, 2021
• Journal: Advances in Developing Human Resources (Academy of Human Resource Development Outstanding Journal Issue of the Year Award)
• Volume: 18
• Issue: 3
• Pages: 286-300
• DOI: https://doi.org/10.1177/1523422316645510
• Public URL: https://durham-repository.worktribe.com/output/1234535