This research presents a cross-domain exploration of leader identity. Drawing from theory about multidomain leader development and leader identity social processes, we examine how endorsement as a leader by those internal and external to work can impact an individual's own self-internalized sense of identity as a leader at work. Specifically, we examine how the collective endorsement of one's leader identity by family and friends in addition to work colleagues (managers, peers, and direct reports) influences the individual’s own self-internalized sense of identity as a leader at work. We also examine the relationship of the individual’s self-internalized sense of identity as a leader at work to enacted transformational leadership and contingent reward behaviors as rated by colleagues in the work domain. Data from a multisource and multidomain 360° evaluation of 256 leaders by 3,255 raters in the United States and Ireland provide support for the hypothesized relationships. Implications for theory and practice are discussed.

这项研究提出了对领导者身份的跨域探索。约多领域的领导者的发展和领导者身份的社会进程理论借鉴，我们考察代言的那些内部和外部的工作领导者如何影响身份的个体自身的自我意识内化作为一个领导者在工作。具体来说，我们研究除了工作同事外，家人和朋友如何共同认可领导者的身份（经理，同事和直接下属）会影响个人作为工作中的领导者的自我内在认同感。我们还研究了个人作为工作中的领导者的自我内在认同感与在工作领域中同事所评价的制定的变革型领导和或有奖励行为之间的关系。来自美国和爱尔兰的3,255位评估者对256位领导者进行的多源多域360°评估得出的数据为假设的关系提供了支持。讨论了对理论和实践的影响。