Chapter | Handbook of Leadership Theory and Practice | 2010

Identity-Based Leader Development

by Scott Snook, Herminia Ibarra and Laura Ramo

Abstract

Despite the wealth of managerial and scholarly attention paid to leadership development, only recently has a new perspective emerged that explicitly links leadership and identity. Research and theorizing on leadership development have yet to specify the processes that account for identity transformations in role transitions. This paper proposes a new, identity-based model of leader development that focuses attention on the key transitions that shape leaders' careers, specifying processes and moderating conditions for identity transformation. Implications for designing experiences and training that take identity processes into account are drawn.

Keywords: Leadership Development; Identity; Transition; Transformation; Perspective; Managerial Roles; Business Processes; Personal Development and Career;

Citation:

Snook, Scott, Herminia Ibarra, and Laura Ramo. "Identity-Based Leader Development." Chap. 22 in Handbook of Leadership Theory and Practice, edited by Nitin Nohria and Rakesh Khurana, 657–678. Harvard Business Press, 2010.