What kind of leader am I? An exploration of professionals' leader identity construal

Although the leadership literature has emphasized the importance of leader identity for leader behaviors and leader effectiveness, little is known about whether and how professionals, who are experts in their field and hold a formal leader role, construe a leader identity. To expand our understanding of leader identity construal, we explored how professors in German research universities interpreted their formal leader role and whether and how they saw themselves as leaders. Based on findings from an inductive interview study, we contribute to the literature in three ways: First, our findings imply that patterns of professional identity and leader identity dimensions likely predict when a leader role is <jats:italic>rejected</jats:italic>, <jats:italic>accommodated</jats:italic>, <jats:italic>incorporated</jats:italic>, or <jats:italic>emphasized</jats:italic>. Second, we explain why professionals with a formal leader role see themselves primarily as <jats:italic>specialists</jats:italic>, <jats:italic>mentors</jats:italic>, <jats:italic>managers</jats:italic>, or <jats:italic>shapers</jats:italic>. Third, we extend previous notions of the leader identity concept by elaborating on its dimensions. Our findings have practical implications on an individual and organizational level, and may help design more effective leadership development programs.