A Multilevel, Indentity-Based Approach to Leadership Development

• Main Authors: DAY, David Vaughan, Harrison, Michelle M.
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2007
• Subjects: Leadership development; Leader development; Self; Identity; Managerial transitions; Multilevel models; Human Resources Management
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/952; https://doi.org/10.1016/j.hrmr.2007.08.007
• Institution: Singapore Management University

A frontier of leadership development is examined involving the respective roles of levels-of-analysis and identity in constructing an integrated development system. An approach is described in which individual and relational leadership identities are the focus of developmental efforts at lower organizational levels (e.g., individual contributor and first-level supervisor) but collective identities become the focus at higher levels (e.g., general manager and above). The separate areas of levels-of-analysis and leader identities are first discussed in terms of their respective relevance to leadership development. These are then discussed jointly in elaborating on a proposed development approach that integrates across organizational levels as well as levels of development (i.e., leader development and leadership development). In developing collective leadership identities, processes that involve participants in engaging across boundaries (functional, hierarchical, geographical) are recommended