抄録
Leader development should focus on constructing a leader's identity, which influences their goals and knowledge. Nevertheless, leader development research has so far generally failed to identify the processes that contribute to identity transformation. The Leader Identity Work Engagement Canvas (LIWEDC) was developed as a method of leader identity development incorporating work engagement to address this issue, but its effectiveness has not been validated. This study aimed to examine how the LIWEDC facilitates leader identity development. As leader development is dynamic, intra-individual research studies based on repeated measures have the potential to deepen our understanding of the leader development process. To date, however, only a few experiments have followed the intra-individual leader development process. Therefore, in this case study, we investigated the effectiveness of the LIWEDC and changes in participants' leadership through repeated measures. Participants (N=42) were in their early 20s and worked at a growing Japanese company. Four repeated measures were applied over a six-month period, and participants completed pre- and post-administration questionnaires. The data were validated by qualitative analysis using grounded theory. The results indicated that implementing the LIWEDC helped some but not all participants interrelate work engagement and leader identity items. Furthermore, repeated-measures results suggest that participants were to some degree likely to shift their focus on leader identity. Furthermore, repeated measures results suggest that participants were likely to shift their focus on leader identity.
