Pursuing a Future Leader Self: A Multi-Study Investigation

Developing as a leader is widely recognized as a challenging endeavor 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, 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 behavior. Study 1 (n = 186) was conducted at two time points over a year apart with employees from a manufacturing company. Study 2 (n = 265) included repeated measurement at three time points, each a month apart, with employees from different industries. Through cross-lagged analysis and time-lagged analysis, we found support for our hypothesized process model. The theoretical implications for leadership and leader identity theory are discussed along with the practical implications for prospective leaders and their development in organizations.