Leader Identity Development of Emerging Front-Line Leaders

Abstract

This study explores how leaders emerge at a U.S.-based consumer packaged goods company, using leader identity construction theory to understand how the company’s front-line leaders come to own their identities as leaders. Quantitative and qualitative input gathered with surveys and interviews indicate that the company’s front-line leaders experienced: (1) strong levels of self-identification as a leader, (2) moderate levels of the antecedents required to assert themselves as leaders, and (3) moderate levels of the conditions that make it more likely that they will actually assert their leadership. The study concludes with a set of recommendations to the company’s executive leadership based on these findings.