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Understanding leader and follower identity processes has received considerable attention within the leadership field with a substantial body of work having been accumulated. This presenter symposium intends to showcase different perspectives, research methods and foci to further uncover how followers and leaders interact, influence, impact and develop on an intrapersonal, interpersonal and group level. Specifically, the first presentation aims to investigate how leaders assess the social capital of their groups by examining instrumental versus expressive connections with leaders of other groups. The second presentation aims to understand how employees' unethical pro-supervisor behaviors are influenced by factors like supervisor support and supervisor status loss. Investigating the import role of new leaders' shared goals with their followers in leader development during the transition into new leadership roles is the focus of the third presentation. The aim of the fourth presentation it to understand the role of growth mindsets in processing negative feedback as part of the leader identity development process. Finally, an identity play and identity work measure is introduced in the fifth presentation. The purpose of this symposium is to bring together both leader- and follower-centric perspectives on different aspects of leader and follower identity processes. The presentations in this symposium provide valuable insights on how to and what to consider when developing leaders and the implications of follower-leader interactions and relationships in an organizational context. We hope this symposium sparks future research and highlights the different approaches and components of leader and follower identity processes. Networking with Other Leaders in the Company: A Resource-Illegitimacy Paradox Author: Maria Kakarika; Durham U. Business School Author: Xiaotong (Janey) Zheng; Durham U. Business School Author: Margarita Mayo; IE Business School Author: Andrew Parker; Durham U. Business School The Effect of Supervisor Support and Status on Employee Morality and Ethics Author: Yingli Deng; Durham U. Business School Author: Amber Johnson; U. of Maryland R.H. Smith School of Business Author: Anders Friis Marstand; Durham U. Business School New Leaders' Identity Construction: The Role of Shared Goals, Expectations, and Social Validation Author: Markku Jokisaari; U. of Turku, School of Economics Author: Elisa Adriasola; U. Diego Portales Mindsets in Leader Identity Construction: Using Feedback to Nourish Healthy Leader Identity Author: Aristotelis Alexopoulos; Durham U. Business School Author: Olga Epitropaki; Durham U. The Development of an Identity Play and an Identity Work Measure Author: Carolina Bysh; Durham U. Business School Author: Olga Epitropaki; Durham U. Author: Robert G. Lord; Durham U. [ABSTRACT FROM AUTHOR]

Individuals are exposed to critical developmental experiences that shape their leadership identities throughout their life span. Yet, there is limited empirical research that clearly differentiates processes and variables tied to key life stages rather than broadly ascribed to "adults." This symposium includes five presentations that offer unique insights on leader identity development via a lifespan lens. We specifically examine leader identity processes in four critical life stages: adolescence, emerging adulthood, adulthood and late adulthood. The research questions posed in the symposium address key leader identity antecedents, highlight the role of developmental interventions and cast light on leader identity dynamics during leadership transitions. The presentations integrate different theoretical foundations that emphasise the importance of cognitive processes, emotions, goals and self-regulatory processes for leader identity development in critical life stages. The results showcase multinational samples and diverse methodologies. Collectively, our symposium offers important lifespan insights on leader identity development and raises new directions for further research. * Adolescent Self-concept Linked to Formal Leader Emergence in Adulthood * Presenter: Eric Middleton; -* Presenter: Rebecca J. Reichard; Claremont Graduate U. * Presenter: Ronald E. Riggio; Claremont McKenna College * Presenter: Dayna Walker; San Francisco State U. * Looking forward or looking back: Accelerating Leader Identity Development in Emerging Adulthood * Presenter: Susan E. Murphy; U. of Edinburgh * Presenter: Stefanie Johnson; U. of Colorado, Boulder * Presenter: Phoenix Van Wagoner; Max Planck Institute for Intelligent Systems * Presenter: Ksenia Keplinger; Max Planck Institute for Intelligent Systems * Latent profiles of Implicit Leadership Theories in Emerging Adulthood * Presenter: Rosalie Joan Hall; Durham U. * Presenter: Olga Epitropaki; Durham U. * The Indirect Effect of New Leaders' Shared Goals on Leader Identity and Efficacy * Presenter: Markku Jokisaari; U. of Turku, School of Economics * Presenter: Elisa Adriasola Barroihlet; Business School, U. Adolfo Ibanez * Presenter: Florencia Rubio; U. Adolfo Ibanez * Fear of Power Loss and Leader Identity in Late Adulthood * Presenter: Laura Guillén Ramo; ESADE Business School / Ramon Llull U. * Presenter: Sarah Wittman; George Mason U. [ABSTRACT FROM AUTHOR]

eaders offer the game-changing competitive advantage for organizations via providing multiple positive flow-on effects that improve performance and organizational culture (Day & Dragoni, 2015; Salas, Kraiger, Smith-Jentsch, 2012; Silzer & Dowell, 2010). Unsurprisingly, there is intensifying focus from both academic and practitioner domains on how to acquire and develop more of this prized resource. Currently, the leader development field has a clear understanding of the important role that leader identity plays in leader development (Epitropaki, Kark, Mainemelis & Lord, 2017; Ibarra, Wittman, Petriglieri, & Day, 2014). However, there still remain fundamental gaps in our understanding of what causes leader identities to develop over time and what organizations can do to support this process (Martin, Hughes, Epitropaki & Thomas, 2019). This symposium answers the call to the big question that the leader development field is grappling with. It includes five ambitious projects that each offer new approaches to developing the identity of leaders. [ABSTRACT FROM AUTHOR]

We examined how supervisors' perceived organizational support (supervisor POS) and the quality of their working relationships with newcomers (supervisor LMX) relate to delegation of authority to newcomers, and how delegation in turn relates to newcomers' adjustment to work. A sample of new employees filled in questionnaires which included delegation and socialization outcome measures. Supervisors evaluated their perceived organizational support (supervisor POS) and the quality of their working relationship with the newcomer (supervisor LMX). The results showed, first, that supervisor POS was related to delegation. The results further showed that supervisor POS moderated the relationship between supervisor LMX and delegation. Specifically, supervisor LMX and delegation were more positively related when the supervisors' POS was low as opposed to when it was high. The results further showed that delegation was related to newcomers' role clarity, organizational knowledge and job satisfaction. Finally, the results indicated that delegation mediated the relations between supervisor LMX and newcomers' role clarity and job satisfaction. [ABSTRACT FROM AUTHOR]

There is accumulated evidence that social capital, i.e. social networks and related resources, enhances people's career success. Less is known about the antecedents of social capital, particularly about the role of genetic and environmental influences in the formation of social capital, and to what extent genetic and environmental influence is related to personality traits and cognitive ability. Using a population-based sample of 416 Finnish twins (114 monozygotic twin pairs and 94 same-sex dizygotic twin pairs), we investigated genetic influences on the characteristics of social capital (weak ties, upper reachability, structural holes), and the extent to which the genetic and environmental variation in social capital is shared with personality traits, and cognitive ability. The results indicate that there is genetic influence on the characteristics of social capital, i.e. weak ties, and upper reachability, and part of this influence is shared with personality traits, and cognitive ability. [ABSTRACT FROM AUTHOR]