Self-Awareness, Identity, and Leader Development

By D. Hall. 2004

129 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/67da5bfa6e763f96ec1e5c83ca3147c2d0a6a3bb

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Leadership Identity Development: Challenges in Applying a Developmental Model (2009, background): “Indeed, “Identity is probably the most important aspect of leader…development” (Hall, 2004, p. 154).”
Identification in Organizations: An Examination of Four Fundamental Questions (2008, background): “Concepts such as the protean self (Lifton, 1993), meta-competencies (Hall, 2004), and ongoing vocational exploration (Flum & Blustein, 2000) refer to a willingness and ability to explore, to learn how to learn, to develop a repertoire of possible selves and identity narratives, and to embrace…”
Am I a Leader? Examining Leader Identity Development Over Time (2017, methodology): “This conflict prompts an individual to re-construct the meaning of his or her currently held identity (Hall, 2004; Ibarra, 1999; Sveningsson & Alvesson, 2003), which manifests itself in changing identity strength (i.e., identity change).”
Who will Lead and Who will Follow? a Social Process of Leadership Identity Construction in Organizations (2010, background): “It involves “the creation of new aspects of the self that relate to the leader (or follower) role (e.g., growth in the leader sub-identity)” (Hall, 2004: 157).”
Imprint–environment Fit and Performance (2014, background): “Individuals whose entry into an organization also represents the beginning of their career are particularly open to environmental influences and are, as a result, especially susceptible to imprinting (Hall, 2004).”
Positioning oneself for leadership: feelings of vulnerability among aspirant school principals (2004, background): “An advantage of journals is that they provide a useful means of `helping people build on past experience and recognize changes in themselves that these experiences have produced' (Hall, 2004, p. 170).”
Teaching implicit leadership theories to develop leaders and leadership : how and why it can make a difference (2011, background): “Hall (2004) calls self-awareness a “major aspect” (154) of leader development. As Krauss, Hamid, and Ismail (2010) put it, “Self-aware leaders are sensitive to how their actions affect others and have a greater capacity to adjust to situations” (4).”
Taking Gender into Account: Theory and Design for Women's Leadership Development Programs (2011, methodology): “skills that are part and parcel of identity development (Hall, 2004).”