Identity, deep structure and the development of leadership skill

By R. Lord, Rosalie J. Hall. 2005

876 citations recorded by the source corpus.

Abstract A theory of leadership development is advanced, suggesting that changes in leadership skills may be viewed from the perspective of a general theory of learning and expertise, with consideration of the associated changes in information processing and underlying knowledge structures that occur as skill develops. More specifically, we propose that leadership performance is organized in terms of a progression from novice to intermediate to expert skill levels. At each skill level, the emphasis is on qualitatively different knowledge and information processing capabilities. In addition, because leadership skill development requires proaction on the part of the leader, we propose that identity, meta-cognitive processes, and emotional regulation are critical factors in developing the deeper cognitive structures associated with leadership expertise. Finally, expert leaders may develop unique skills in grounding their identities and leadership activities in coherent, self-relevant, authentic values.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/96c1293abad12ee39010c10d3f8d7acacd340e5a

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Leadership: current theories, research, and future directions. (2009, background): “Lord & Hall (2005) developed a model of leadership development that emphasized the leader’s cognitive attributes or abilities.”
A framework for understanding leadership and individual requisite complexity (2011, background): “In addition, self-structures provide the frameworks for building, organizing, and implementing leadership skills (Hannah et al., 2009; Lord & Hall, 2005).”
Pursuit of Whose Happiness? Executive Leaders' Transformational Behaviors and Personal Values (2010, background): “Not all novice leaders’ values are self-enhancing, 250/ASQ, June 2010 however, and not all expert leaders are self-transcendent, even with “deliberate practice and extensive experience” (Lord and Hall, 2005: 610).”
Leadership Development as Identity Construction (2010, methodology): “Identity approaches are not uncommon in the leadership development field, but they tend to be more functionalist (Lord & Hall, 2005) or constructivist (Velsor & Drath, 2003) than social constructionist.”
Leader self-definition and leader self-serving behavior (2010, background): “Building on the notion that self-definition as a leader provides a sense-making frame (Kramer, 2003; Lord & Hall, 2005) we predict that the more leaders self-define as leaders, the more likely they are to rely on information about what other leaders do or on beliefs about what an ideal leader…”