Leadership Development as Identity Construction

By Brigid Carroll, L. Levy. 2010

172 citations recorded by the source corpus.

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.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/4f301f212c4166d6b7839690e186356e493fb7e5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

1. R. Lord
2. H. Nicholson
3. R. Kark
4. C. Mainemelis
5. B. Caza
6. Heather C Vough
7. Brigid Carroll
8. O. Epitropaki

In Organizational Behavior and Human Resource Management

1. R. Kark
2. O. Epitropaki
3. C. Mainemelis
4. R. Lord
5. Brigid Carroll
6. H. Nicholson
7. B. Caza
8. Heather C Vough

Citations in the corpus

• Leadership Development in Organizations: Multiple Discourses and Diverse Practice (2013, unknown): “This can be done by taking regular time out with a small group of colleagues to question and reflect on ways in which conformity to the leadership identities constructed by such leadership development programmes can be enacted – or resisted (Carroll and Levy 2010).”
• Leadership and followership identity processes: A multilevel review ☆ (2017, background): “Since then a substantial body of work on leader and follower identity processes has accumulated (e.g., Carroll & Levy, 2010; Day & Harrison, 2007; Day & Sin, 2011; DeRue et al., 2009; Hiller, 2005; Ibarra, 2004; Ibarra et al., 2010; Kark & Van Dijk, 2007, 2009; Lord & Hall, 2005) and the absence of…”
• Identity undoing and power relations in leadership development (2013, methodology): “The guiding epistemological paradigm for this research is social constructionism − an increasingly used lens for considering leadership development and identity (Carroll and Levy, 2010; Carroll et al., 2010; Cunliffe, 2009; Ford and Harding, 2007; Gagnon, 2008; Sinclair, 2009).”
• Identity work in organizations and occupations: Definitions, theories, and pathways forward (2018, background): “Further, Caza et al. (2017) found that to manage their authenticity when juggling multiple work roles, plural careerists sequentially segmented and then aggregated work roles on both a cognitive and interpersonal level.”