Construction and impact of leader identity of dynamic work selves at social enterprises: Linkage of the intrapersonal and interpersonal processes with motivational work outcomes

Three empirical studies conducted for this Ph.D. project investigated the intrapersonal and interpersonal processes related to leader identity construction of employees working at the hybrid institutional work context of social enterprises. Identity work as an intrapersonal process, which is closely linked to leader identity development, has rarely been empirically investigated through experimental studies of leaders-to-be who have motivation to lead. The field experiments in Study 1 (N = 34) and Study 2 (N = 26) examined the employees’ leader-role claiming process that led to leader identity construction.