Managing Multiple Leader Identities Through the Formation of a Self

Abstract Over time, research on leadership identity has suggested that (1) leaders can have multiple leader identities and (2) such identities are dynamically co-constructed (via claiming and granting) with others, such as followers. However, research in leader identity has yet to address how leaders manage these multiple, and possibly conflicting, identities that emerge in interaction with constituent groups that have different expectations of “who a leader is” and “who a leader should be.” In this chapter, the authors lay the groundwork for why multiple leader identities may be a challenge for leaders, and draw on identity research to suggest ways to manage them. In particular, they suggest that Mead’s (1934) conceptualization of identity and self may be a particularly fruitful approach to exploring how leaders manage multiple leader demands. They conclude by discussing some implications of “multiple leader identities” and “leader self” perspective on theorizing about leader identity.