This article explores the impact of a transformational leadership development program on the lives of its participants after a one year interval. We address three fundamental questions: (1) What does a transformational leadership program transform? (2) How does the change process occur? (3) How...

We explore the antecedents and consequences of women leaders’ identity interference related to the perceived conflict between their roles as both women and leaders. Drawing on identity development and organizational demography research, we propose that leadership experience reduces women...

This paper focuses on women leaders’ self-views linked to their gender and leader identities. In particular, we examine the antecedents and psychological and motivational consequences of identity conflict, which occurs when women leaders perceive an incongruity between their gender and...

Drawing on identity and social comparison theories, we propose and test a model of motivation to lead based on two types of self-to-role comparisons (i.e., self-comparisons with specific leaders and with more abstract representations of the leadership role). We propose that these comparisons...

Leadership effectiveness can be divided into two broad categories that include getting along behaviors (teamwork and empowerment of others) and/or getting ahead behaviors (visioning, energizing, designing and rewarding). This study examines the effects of emotional intelligence on getting along...

Individuals feel authentic when they believe they act consistently with their values. However, others do not necessarily see such individuals as authentic. We explore the gap between felt and perceived authenticity and suggest that individuals’ prosocial orientation determines, jointly with...

We explore the antecedents and consequences of women leaders’ identity interference related to the perceived conflict between their roles as both women and leaders. Drawing on identity development and organizational demography research, we propose that leadership experience reduces women...

Status-seeking behaviors are linked to executive career progression, but do leaders appreciate being surrounded by followers eager to move up in the organizational hierarchy? Building on the self-enhancement theory, we propose that leaders with high self-assessed getting-ahead behaviors give...

How do organizations become and remain great places to work? That is the question that primarily motivates this chapter. The authors claim that is precisely the adaptive capability of self-renewal which characterizes great places to work. But changing mindsets is never easy and the need for...