Pursuing a future leader self: A multi‐study investigation of leader identity and its motivational and behavioural outcomes
通过三项独立研究，检验了未来领导者自我如何通过领导者身份和情感领导动机，最终影响主动领导行为的过程。
Abstract Developing as a leader is widely recognized as a challenging endeavour that takes time. However, little research has been done to explain the process through which future representations of oneself as a leader relate to current leader identity and how future and current leader selves motivate action. Integrating possible selves theory with identity‐based motivation theory and across three independent studies, we test a serial‐mediation model in which a salient future leader self sequentially relates to leader identity, affective motivation to lead, and proactive leadership behaviour. Our Pilot Study ( N = 186) was conducted at two time points over a year apart with employees from a manufacturing company. Study 1 ( N = 265) included repeated measurement at three time points, each a month apart, with employees from different industries. Study 2 ( N = 301) included repeated measurement at four time points, each 2 weeks apart, with employees from different industries. Cross‐lagged analyses provided support for our hypothesized process model and allowed us to examine reciprocal relationships. The theoretical implications for leadership and leader identity theory are discussed along with the practical implications for prospective leaders and their development in organizations.