Lester Levy

Leadership Development as Identity Construction

The authors seek to broaden the focus and orientation of social constructionism in leadership development. Previous research has predominantly concerned identity-orientated approaches focused on regulation as opposed to construction of identity. Social constructionism challenges us to view leadership participants as subjects and objects. Using the concept of a “space of action,” the authors focus on places in leadership development where identity work is visible, inducing different kinds of agency. Three different responses are analyzed, exploring their implications for leadership development. The authors propose the importance of three communicative responses in allowing alternative identity storylines to remain open and active. The authors support leadership development as a site, discourse, and series of practices that equips us to work with identity in fluid, dynamic, and plural ways.

Defaulting to Management: Leadership Defined By What It Is Not

The dynamics between identity (who I am) and anti-identity (who am I not) are drawn on to explore the identity work of senior and middle managers who have elected to embark on formal, sustained and intensive leadership development work. We construct the concept of a default identity, not primarily as an oppositional or negative identity, but as a baseline identity that, because it is securely held, has a major role to play in the understanding, acquisition and performance of more emergent identity constructions. In exploring the dynamics between management (default identity) and leadership (emergent and desirable identity) for instance, it becomes clear that each is shaped by the other in subtle and overt ways. We conclude that the recognition of the dynamics and relationships between them holds some promise for new thinking and innovation in terms of individual organizational identity work, leadership development and organizational change.

Authentic Leadership and Follower Development Psychological Capital, Positive Work Climate, and Gender

This article contributes to the theoretical understanding of the relationship between authentic leadership and follower psychological capital. Structural equation models using a representative national sample of working adults revealed a positive relationship between authentic leadership and followers’ psychological capital, partially mediated by positive work climate, and a significant moderating effect from gender. Findings support previous predictions about the effects of authentic leadership and begin to reveal the mechanisms by which authentic leaders affect followers. Moreover, they underscore the need to consider the influence of follower characteristics in understanding leadership outcomes. Implications and directions for future research are discussed.