Learning to Lead: Foundations of Emerging Leader Identity Development

Yeager, Katherine and Callahan, Jamie (2016) Learning to Lead: Foundations of Emerging Leader Identity Development. Advances in Developing Human Resources, 18 (3). pp. 286-300. ISSN 1523-4223

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Official URL: http://dx.doi.org/10.1177/1523422316645510

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.

Item Type: Article
Uncontrolled Keywords: millennial generation, leader identity, leader development, young adults, adolescent leadership development
Subjects: N200 Management studies
N600 Human Resource Management
Department: Faculties > Business and Law > Newcastle Business School > Corporate and Executive Development
Depositing User: Jamie Callahan
Date Deposited: 15 Nov 2016 17:04
Last Modified: 07 Sep 2017 22:13
URI: http://nrl.northumbria.ac.uk/id/eprint/28550

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