Appraisals and Identity across Domains: Exploring Leadership and Caregiver Perspectives

Drawing from identity (Burke, 1991), self-verification (Swann, 1983), and leader identity construction (DeRue & Ashford, 2010) theories, and integrating these with the multidomain model of identity development (Hammond et al., 2017), this project investigated how leaders’ work and non-work outcomes are affected by their self-appraisals relative to both actual and perceived appraisals from significant others. Study 1 examined the effects of the congruence between managers' self-views of their leader and caregiver identities and their perceptions of how significant others (subordinates and life-partners) see them (reflected appraisal) on affective motivation to lead, leader effectiveness, work and family performance, and ego depletion, mediated by authenticity. Data from a three-wave survey of 202 managers was analysed using polynomial regression with response surface modelling and mediation in SPSS Process. The findings largely supported the hypotheses; congruence between managers’ self-view and significant others’ reflected appraisal at high levels positively influenced managerial and familial outcomes compared to congruence at low levels. Contrary to expectations, congruence largely did not significantly alter outcomes compared to incongruence. Further, significant indirect effects of identity incongruence on ego depletion via authenticity were found. Study 2 explored the effects of actual appraisals from significant others on leadership outcomes, namely authentic leadership, effectiveness, motivation, and ego depletion, moderated by respondents’ leader identity. The study employed an experimental design: (a) manipulating the actual appraisals received by managers from subordinates (n = 99), and (b) manipulating appraisals from life-partners (n = 107). Participants were randomly allocated into one of three conditions, receiving either positive, negative, or no feedback (control) from significant others on their leader identity. Results showed that negative appraisal from subordinates decreased participants’ future leadership motivations. There was no significant influence of others’ appraisals on the remaining outcomes and leader identity did not moderate any of the relationships. Theoretical and practical implications of the study are discussed and the limitations and directions for future research are described.