Improving the Lives of Leaders: The Beneficial Effects of Positive Leader Self-Reflection

Abstract

Leader identity theory posits that, in addition to being positional, leadership is also a malleable state of mind. This means that even employees holding positions of authority within their organization may be nudged to identify more strongly with their leader role on some days versus others. The leadership literature, however, is silent about predictors that may prime leader identity day-to-day. We draw from leader identity theory and research on expressive writing to propose that leader identity can be activated daily via positive leader self-reflection (e.g., reflecting and writing about qualities that make one a good leader) in ways that are beneficial for the leader both at work and at home. We tested our theoretical expectations in two field experiments. In the first study, as expected, we find that leaders reported higher activated leader identity and more goal progress on intervention (vs. control) days. In turn, activated leader identity and goal progress enhanced leader well-being measured in the evening at home. Surprisingly, and contrary to expectations, the well-being enhancing effects of positive leader self-reflection were weaker for leaders who were higher (vs. lower) in identity fusion with their followers. In the second study, we demonstrate the malleable nature of leader identity by showing not only that positive leader self-reflection activates leader identity, but also that negative leader self-reflection diminishes its activation.

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