Seeing with counterfactual lenses: Alternative assumptions at the intersection of leadership and identity

Published in: The Leadership Quarterly – January 2024

Written by 

Andrew McBride, Lauren C. Howe, Janaki Gooty, and George C. Banks

Summary 

What we found: In our exploration of leadership through an identity lens, we identified and examined dominant assumptions in the existing literature while generating counterfactual assumptions that warrant further empirical investigation. This work aims to expose and evaluate these assumptions to both support and challenge current understandings in the intersection of leadership and identity.

Why it matters: The results are crucial as they shed light on the assumptions that underlie research on leadership and identity. Acknowledging and critically examining these assumptions is vital for shaping research directions, interpreting data, and advancing our understanding of how leaders shape and are shaped by identity. This work serves as a foundation for refining and expanding research in the domain of leadership, providing a more nuanced perspective.

What next: Organizations and leaders should consider the implications of this research in refining their understanding of leadership dynamics. By recognizing the assumptions and exploring the counterfactuals presented, they can enhance their leadership approaches, considering both their own identities and the influence they have on the identities of others. Theoretical exploration of assumptions should guide future empirical work, encouraging a more comprehensive and accurate understanding of leadership through the lens of identity.