Am I a Leader? Exploring Leader Identity and Diverse Approaches to Leadership

The question "Am I a leader?" often prompts introspection, as it raises fundamental questions about identity and how we perceive our capacity to lead. Leadership is not a monolithic trait but a dynamic process shaped by individual experiences, values, and social contexts. While the fundamentals of leadership, such as vision, influence, and decision-making, may remain consistent, the way we embody these traits is deeply personal. This article explores the principle of leader identity and how different authors have approached leadership, underscoring that while we may share core leadership fundamentals, the way each of us steps into leadership varies.

Leader Identity: A Personal Journey

Leader identity refers to how individuals see themselves as leaders and how this self-concept evolves over time. Researchers such as Herminia Ibarra emphasize that leadership identity is not fixed but continuously shaped by experiences. In her book Act Like a Leader, Think Like a Leader (2015), Ibarra argues that leadership is not just about innate traits but about adapting, experimenting, and learning from leadership experiences. She highlights the importance of redefining oneself as a leader through "outsight"—the idea that we learn by stepping out of our comfort zones and acting first, which in turn reshapes our self-concept.

Similarly, James Kouzes and Barry Posner, in The Leadership Challenge (2017), outline that leadership is a relationship, and leader identity forms through interactions with others. They assert that leadership is not reserved for those with formal authority or titles but emerges through consistent, values-based actions. Kouzes and Posner’s research emphasizes that when individuals act in alignment with their values and build trust with those around them, they reinforce their identity as leaders.

Different Approaches to Leadership

While leader identity is personal, leadership theory shows a spectrum of approaches that highlight the diversity of paths individuals can take. For instance, Simon Sinek, in Start With Why (2009), proposes that the most successful leaders focus on their purpose, or "why," rather than just on "what" they do or "how" they do it. According to Sinek, understanding and embodying one’s purpose can lead others to follow. This approach taps into leader identity by emphasizing the alignment of personal values with leadership behavior.

On the other hand, John Maxwell provides a more relational approach in The 21 Irrefutable Laws of Leadership (2007). Maxwell’s law of influence asserts that leadership is about how one influences others, rather than about one’s position. This perspective broadens the definition of leadership to include those who may not traditionally see themselves as leaders but who have a significant impact on their communities or teams. For Maxwell, leader identity is a question of how individuals wield their influence responsibly and consistently.

Universal Fundamentals, Unique Applications

Even though the fundamentals of leadership—vision, influence, decision-making, emotional intelligence—are commonly accepted, the way they manifest varies greatly depending on one’s leader identity. Daniel Goleman, in his research on emotional intelligence, discusses how leaders who are attuned to their emotions and the emotions of others are more effective in influencing and guiding their teams. In Emotional Intelligence: Why It Can Matter More Than IQ (1995), Goleman’s work underscores that leadership effectiveness is deeply tied to self-awareness, one of the pillars of leader identity.

Yet, how emotional intelligence is applied in leadership can look very different. For example, a leader in a corporate boardroom might leverage emotional intelligence to manage high-stakes negotiations, while a leader in a community setting may use the same principles to foster trust and inclusion among diverse stakeholders.

Peter Drucker, often referred to as the father of modern management, famously stated, “The only definition of a leader is someone who has followers.” Drucker’s perspective emphasizes results, suggesting that a leader’s identity is validated by their ability to rally others to a common cause. However, Drucker’s definition also points to a key tension in leadership identity: the balance between personal conviction and external validation. Leaders often oscillate between defining themselves internally and seeking affirmation from those they lead.

Answering the Question: Am I a Leader?

Ultimately, the question "Am I a leader?" is not one that can be answered with a simple yes or no. It involves understanding how one’s identity as a leader is shaped through interactions, learning, and reflection. Leadership authors, from Kouzes and Posner to Sinek, offer valuable insights into how leadership is expressed in different contexts. What remains clear is that leadership is not about fitting into a predetermined mold but about understanding and cultivating your unique approach.

For some, leadership may emerge through formal roles, for others through informal influence. The key is to recognize that your leadership identity is not static—it grows and evolves as you experiment, reflect, and align your actions with your values. Whether in business, politics, or community service, the fundamentals of leadership—vision, influence, emotional intelligence—serve as the foundation, but the way you bring these qualities to life is uniquely yours.

In the words of Brené Brown, “Leaders aren’t defined by the number of people who report to them. Leaders are people who hold themselves accountable for recognizing the potential in people and ideas.” By embracing this mindset, you can continuously explore and answer the question, "Am I a leader?" with an evolving sense of self and purpose.

Coaching and Leader Identity Development

Coaching plays a critical role in facilitating leader identity development and clarification. By offering a reflective and supportive space, coaching enables individuals to explore their leadership strengths, challenges, and aspirations. Through tailored conversations, feedback, and goal-setting, coaching allows leaders to experiment with new behaviors and reflect on how they align with their core values and vision of leadership. As leaders confront challenges and successes in a guided setting, they refine their sense of identity, better understand their unique leadership style, and become more confident in how they lead others. This process of reflection and growth helps leaders not only clarify who they are as leaders but also how they wish to continue evolving.