Leader Identity Development: Understanding Adolescent Practice Experiences of Future Organizational Leaders

Abstract

Changes in the workplace and impending shortages of organizational leaders make it imperative that HRD professionals develop a better understanding of the developmental processes of emergent leaders entering the workplace. While leader development research within the field of HRD has typically focused on established workers, the research in this study assumes a lifespan approach to leader development. This study contributes to the development of the field by examining the leadership experiences of 18 to 20 year olds who were leaders of organizations in high school and how these experiences shaped the identities of these emergent leaders. Themes that emerged related to their experiences included their relationships with others, how they led by example, the development of authentic leadership qualities, and their motivation to lead in new venues. Implications for practice and future research are identified.