Developing identity structures that enable leaders to grow and be adaptive is an important element for leader development. Our aim is to shift theorizing on leader identity development beyond a singular leader identity toward developing “leader identity interconnectedness”—that is, higher levels of complexity in how individuals situate their leader identity within their network of multiple salient identities. We propose a framework for identity-based leadership development that purposefully leverages the opportunities offered by the interconnected nature of leader identities. We explain how to develop leader identity interconnectedness from within by engaging individuals in identity work and interidentity work in three leader identity configurations: singular, dual, and plural. We outline the distinct developmental goals in each configuration, explain how development toward these goals involves leader identity work and interidentity work, and offer a learning protocol with activities and self-reflective questions suitable for both formal and informal leader development. We discuss the wider implications of our multiconfigurational approach for leadership development theorizing and practice.
Nieberle et al. (Mon,) studied this question.
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