Connecting Brand Identity Models to Leader Identity: Towards the Creation of a Practical Leader Identity Model

Abstract: As a field devoted to the continual development of employees, one of the fundamental roles of Human Resource Development (HRD) is developing and maximizing human expertise through processes that aid in the mutual long- and short-term benefits of both the organization and the individual (Swanson, 2022). Although leader identity and development has garnered increasing attention (especially within the field of HRD), there is minimal guidance on how HRD leaders can prioritize and facilitate leader identity strategies that are unique to each individual. This is surprising, considering the amount of scholars who have concluded that when individuals are able to identify themselves as a leader, and proclaim their leadership identity, they are more motivated to act in leadership capacities (Day & Lance, 2004; DeRue et al., 2009; Rus et al., 2010). Yet, despite this abundant awareness of the importance of leadership identity, no research exists to date that connects leader identity to concepts such as brand identity, management, and creation – which are similar constructs that relate to identity and awareness of self/organization. The purpose of this research is to connect leader identity strategies to organizational branding strategies, and provide a model for HRD practitioners to provide unique, contextual leadership identity opportunities for their employees. Through an exploratory literature review and analysis of various leader and brand identity models, this research aims to provide an actionable strategy for organizations to encourage leader identity – something pivotal to leaders’ capacity to lead (Haslam et al., 2022).