Developing as a leader is widely recognized as a challenging endeavour that takes time. However, little research has been done to explain the process through which future representations of oneself as a leader relate to current leader identity and how future and current leader selves motivate action. Integrating possible selves theory with identity‐based motivation theory and across three independent studies, we test a serial‐mediation model in which a salient future leader self sequentially relates to leader identity, affective motivation to lead, and proactive leadership behaviour. Our Pilot Study (N = 186) was conducted at two time points over a year apart with employees from a manufacturing company. Study 1 (N = 265) included repeated measurement at three time points, each a month apart, with employees from different industries. Study 2 (N = 301) included repeated measurement at four time points, each 2 weeks apart, with employees from different industries. Cross‐lagged analyses provided support for our hypothesized process model and allowed us to examine reciprocal relationships. The theoretical implications for leadership and leader identity theory are discussed along with the practical implications for prospective leaders and their development in organizations.
Citation
Morgan, R., Braun, S., & Epitropaki, O. (2025). Pursuing a future leader self: A multi‐study investigation of leader identity and its motivational and behavioural outcomes. Journal of Occupational and Organizational Psychology, 98(1), Article e70014. https://doi.org/10.1111/joop.70014
Journal Article Type
Article
Acceptance Date
Feb 2, 2025
Online Publication Date
Feb 18, 2025
Publication Date
2025-03
Deposit Date
Feb 10, 2025
Publicly Available Date
Feb 26, 2025
Journal
Journal of Occupational and Organizational Psychology
